diversities overview report, 2005-2010 cycle our commitments,...
TRANSCRIPT
Diversities Overview Report, 2005-2010 cycle
Our commitments, our results
2
For the past 100 years, L’Oréal has built its identity around strong values. Among them, diversity is a major asset for the Group in terms of creativity and innovation: beauty and diversity go hand-in-hand. We believe that the world in which we work is increasingly opening up, and because we value differences, we have formalized an international diversities policy in 2005, with the aim of permanently investing in people.
In France, L’Oréal’s diversities policy has broadened with each passing year: from formalizing our policy in 2005 to winning the Diversity Label in 2009, our initiatives to promote diversity have seen on-going development. We wanted 2010 to be the year to evaluate the progress that has been made, a year to review our commitments.
Placed under the banner of «commitment», this first Diversities Overview Report France is a real progress report which traces, as exhaustively as possible, the ground we have covered and opportunities for further progress. Compiled in collaboration with our main partners in the field, it presents the originality and effectiveness of our undertaking, both in the area of Human Resources, but also with regard to our brands, suppliers and clients.
We have indeed progressed, and while we are far from being 100% perfect, we are heading in the right direction. The world is undoubtedly experiencing a period of economic uncertainty right now, but this should not dampen our enthusiasm, our desire or determination to maintain people at the very heart of our concerns. In the 21st century, this is a priority challenge for L’Oréal.
Jean Paul Agon Chief Executive Officer
edito
3
Actively committed for over ten years in France, L’Oréal has continued to introduce more and more initiatives in favor of diversity: support of Sciences-Po Priority Education Conventions since 2001, signing of the Diversity Charter in 2004, creating the Corporate Diversities Department in 2005, organizing the 1st Employ-ment & Diversity Forum with IMS-Entreprendre pour la Cité in 2006, launching the Company Parent-Friendly Charter with SOS Préma in 2008, etc.
Producing a balance-sheet covering a decade of commitments is not a simple matter: we propose, however, various elements of response through this appraisal of our activities and evaluation of our progress over a particular cycle: from 2005, the year in which we formalized our Group Diversities policy, to 2010, the year in which we are measuring our progress.
Intended for our employees, partners and priority stakeholders, this first Diversities Overview Report France should serve as a real tool, not only for managing our policy, but also as a basis for dialogue with all those concerned.
Taking advantage of existing measurement tools, such as those of La HALDE and the Diversity Label, this Report is based on about one hundred indicators, both resources and results, revolving, firstly, around our diversities policy and, secondly, around action levers: recruitment & integration, training, career management, management & inclusion, communication, policy steering and the actions on the ecosystem.
Placed under the banner of «commitment» of our employees, our brands, but also our suppliers and major companies working alongside us, this first Report shows just how early L’Oréal started to work in a collaborative manner, thus contributing to the gradual emergence of a diversities ecosystem comprised of individuals dedicated to the issue.
We hope that this attempt to measure and evaluate our diversities policy which provides us with major guidelines from now until 2015, can be rapidly deployed at an international level.
Geoff Skingsley Executive Vice-President Human Resources
edito
4
Con
ten
tsIntroduction
p.04 n Introduction
p.05 n Methodology
p.08 n Reflect the diversity of origins within our teams
p.10 n Promote gender equality within our teams
p.12 n Encourage the employment of people with disabilities
p.14 n Valorize work experience in anticipation of a longer work life
p.16 n Develop an inclusive managerial culture, respectful of all
p.18 n Promote the emergence of a diversities ecosystem
p.20 n Deploy and evaluate the diversities policy
p.23 n Results by action lever
p.25 n Conclusion
DIVERSITY: A CORE VALUE FOR L’ORÉAL
Diversity lies at the very heart of our activity. The plurality and complementarity of our products and brands of various cultural origins testify to the Group’s commitment towards highlighting the value of all forms of beauty and well-being, while respecting all differences.
Similarly, team diversity, a mixture of talents, are the keys to our company’s success. We believe that teams fostering diversity at all levels and in all areas attain a higher level of creativity and a deeper understanding of our clients.
Since 2000, our Group, through its Code of Business Ethics, and by signing the Global Compact in 2003, has formalized its commitments in favor of non-discrimination. By being one of the first companies in France to sign the Diversity Charter in 2004, L’Oréal chose to implement a global and pro-active policy to manage diversities.
5
MethodologyOUR DIVERSITIES POLICY: 7 GOALS, 7 ACTION LEVERS
For L’Oréal, diversities include all the visible or invisible differences among its em-ployees which influence the attitudes, behavior, values and ways of working adopted by men and women. Over the 2005-2010 cycle, the Group undertook, while maintai-ning its demands in terms of skills and performance, to:
1 n Reflect the diversity of origins within its teams 2 n Promote gender equality within its teams3 n Encourage the employment of people with disabilities4 n Valorize work experience in anticipation of a longer work life5 n Develop an inclusive managerial culture, respectful of all6 n Promote the emergence of a diversities ecosystem 7 n Deploy and evaluate the diversities policy
To accomplish this, L’Oréal based its approach on a Diversities Matrix, composed of 6 priority dimensions and 7 action levers:
Formalization of our diversities policy in 2005 enabled us to speed up and increase the number of initiatives taken in the field. As 2010 marks a phase of maturity for our policy, we believe that it is now time to account for our commitments, to measure, to quantify and to validate them.
This first Diversities Overview Report presents an assessment of our progress in France from 2005 to 2009, prospects for our undertaking in 2010 and testimonials from our main partners.
Taking advantage of existing measurement tools, such as recommendations pro-vided by the Diversity Label, the overview takes into account about one hundred indicators of two different kinds:n Indicators of results n Indicators of resources
In order to obtain a systemic vision of the progress accomplished, these indicators have been defined using L’Oréal’s Diversities Matrix.
Our results are thus presented as by: n Goal for the 2005-2010 cyclen Action lever
The “Policy steering” and « Actions on the ecosystem» levers provide a far-reaching vision of the Group’s internal progress (policy deployment) and the impact of actions initiated at management level or with its external partners (schools, associations, suppliers, clients etc.).
The 6 priority dimensions
NationalityEthnic &Cultural
background
Social Promotion
Gender Disability Age
The
7 ac
tion
leve
rs
Recruitment & Integration
Training
Communication
Career management
Actions on the Ecosystem
Management & Inclusion
Policy steering
6
7
1 n Reflect the diversity of origins within our teams
2 n Promote gender equality within our teams
3 n Encourage the employment of people with disabilities
4 n Valorize work experience in anticipation of a longer work life
5 n Develop an inclusive managerial culture, respectful of all
6 n Promote the emergence of a diversities ecosystem
7 n Deploy and evaluate the diversities policy
Results by goal
8
INDICATORS Data - end of 2009
Diversification of talent sources
CONTEXT In 2004, by signing the Diversity Charter, companies committed to reflect the social, cultural and ethnic components of French society in their workforces and at all various levels.
In 2008, the French Government launched the «Plan Espoir Banlieues» (Hope for the Suburbs Plan) aimed at facilitating access to employment for young residents of disad-vantaged urban neighborhoods, where the unemployment rate is 5 times higher than the national average.
As one of the first to sign the Diversity Charter, L’Oréal took up the challenge of reflecting social diversities while maintaining its standards in terms of competences. Diversification of the Group’s recruitment channels has been mainly achieved by setting up partnerships with associations, creating and participating in recruitment fairs dedicated to individuals removed from the job market, and by assisting and raising the awareness of its partner schools so that they develop more of a social and cultural mix amongst their students.
SYNTHESIS
Reflect the diversity of origins within our teams
From 2006 to 2009
a�Gradual diversification of candidate source
a�Sustaining Employment & Diversity Fairs co-organized by L’Oréal
a�In 2009, difficulties in maintai-ning effective diversification of recruitment channels, due to the economic crisis
n February 7th, 2006, creation of Employment & Diversity Fairs in partnership with IMS-Entreprendre pour la Cité
5 fairs held
984 candidates interviewed
17 candidates recruited
n In 2009, 210 internships with 1st year high school students were organized
n «Plan Espoir Banlieues»: recruitment rate of young people
aged under 26 from disadvantaged neighborhoods:
Diagnosis of L’Oréal executive recruitments
Gap between the hiring rate of candidates likely to be discriminated against (on account of their origins, either real or
supposed) and «benchmark» candidates:
n For internships: + 0,3% in 2009 vs + 1.2% in 2007
n For employment: - 0,9% in 2009 vs + 0.4% in 2008
20092008
%
0
5
10
15
20
Permanent contracts
Internships Apprenticeships
11,8%
8,2%
12,4%
8,6% 8,3%
17,4%
20092006
%
0
2
4
6
8
10
12
n Internships with University students:
Marketing Industry
10,6%
7,5%7,46%
1,15%
9
MAIN ACTIONS Creation of “Employment & Diversity” Fairs in partnership with IMS-Entreprendre pour la Cité
On February 7th, 2006, L’Oréal created the «Employment & Di-
versity” fairs in partnership with IMS-Entreprendre pour la Cité.
The first of its kind to be co-organized by, and within, a company,
these fairs provide the opportunity for recruiters, from about 15
different companies and candidates who experience difficulties
obtaining a job interview because of their age, ethnic, social or
geographic origins.
Since 2008, these fairs have been dedicated to internships, ap-
prenticeships and summer jobs in order to offer young candi-
dates an experience in the business world as early as possible.
With, on average, 20 companies participating in each edition,
the fairs have enabled 984 candidates to benefit from an initial
recruitment interview. To date, 17 them have been recruited by
L’Oréal.
Partnerships with associationsSince 2006, L’Oréal has set up a significant number of partnerships with associations (IMS,
Afij, Afip, Tremplin, Nos Quartiers ont des Talents, Mozaïk RH...), recruitment and temporary
work agencies in order to diversify its candidate source for internships and jobs. Since 2008,
the Group has added a non-discrimination clause to contracts drawn up with its recruitment
agencies.
Phénix programSince 2007, in order to encourage professional insertion of so-called «atypical» profiles into
the company, L’Oréal has been a partner with Phénix, a pilot program to recruit students with
a Masters in Science, Humanities or Social Studies. Launched with 10 major companies and
7 universities, this initiative has already recruited 70 candidates on permanent contracts.
The program revolves around an altering 6-month university program, coupled with a
tailormade on-the-job-training. After successfully employing 5 graduates from this scheme
in its marketing, human resources and research teams, the Group renewed the Phénix
operation in 2010.
Signature of the «Plan Espoir Banlieues»In signing the «Plan Espoir Banlieues» in 2008, the Group committed itself to facilitating
access to employment for candidates living in ZUS (disadvantaged urban areas) or those
covered by CUCS (Social Urban Cohesion Contracts). By setting recruitment goals, 12% in
2008, 13% in 2009 and 14% in 2010, L’Oréal can monitor the diversity of social origins in
its recruitment operations. Since 2008, 418 people aged under 26 and living in ZUS or CUCS
areas have been employed by L’Oréal (permanent contracts, internship or apprenticeship).
Reflect the diversity of origins within our teams
To make diversification of its staff both effective and sustainable, L’Oréal intends to:
a�Pursue its efforts and involvement within the context of the «Plan Espoir Banlieues» and attain the goal of 14% of its recruitments among candidates aged under 26 residing in ZUS (disadvantaged urban areas) or CUCS (areas covered by Social Urban Cohesion Contracts).
a�Improve its sourcing of internship applications from universities, especially by mobili-zing its new «Campus Management Department France» implemented at the beginning of 2010, and by developing Assessment Centers.
a�Continue working with its partner schools to encourage them to open up to a wider mix of students at both a social and cultural level.
For further information: www.bilandiversiteloreal.loreal.fr
PROSPECTS FOR 2010
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Promote gender equality within our teams
CONTEXT At the heart of public debate since the seventies, the topic of gender in the workplace and professional equality between men and women is still today a priority for both the corporate sector and Public Authorities. With the signing of the «national interprofessional agreement relating to mixed gender and professional equality» by all Trade Unions in 2004, companies made the issue a subject for discussion. To speed up the presence of women in managerial positions, the introduction of a 40% quota in the constitution of companies’ Executive Committees by 2016 is currently under review by the Public Authorities.
Committed to equal opportunities in the workplace for many years, L’Oréal seeks to guarantee diversity in functions that are currently over-staffed by men or women (Marketing, Industry), give equal treatment in terms of salary and training, and facilitate access for women to positions of responsibility.
A corporate agreement on Professional Gender Equality, was signed on December 4th, 2008 with all Trade Union organizations.
From 2006 to 2009
a�Improvement on the number of women in managerial positions
a�Growing mix of men and women hired under permanent contracts
a�Reduction of salary gap between men and women when identified
SYNTHESIS
INDICATORS Data - end of 2009 Access by women to positions of responsibility
n 15% of women amongst Executive Committee members
n 27,8% of women amongst manager executives
n 55% of women amongst managers
-15
-12
-9
-6
-3
0
3
6
20092004
%
Marketing director
Unit Production Engineer
Research Engineer
Financial Controller
Salary gap between Women/Men (Average monthly base salary for equivalent ages and seniority for the following benchmark jobs)
-1,5%
-10,06%
-14,99%
-9,89%
2,6%
-2,8%-4,3%
1%
Marketing: % of men
Operations: % of women
R&D: % of men
2009
2007
%
0
10
20
30
40
50
2009
2007
%
0
10
20
30
40
50
2009
2007
%
0
10
20
30
40
50
57% women trained
43% men
trained
57,8% women trained
42,2% men
trained
Gender mix in permanent hiring Equal access to training
27,9%
45%
24,5%
39%
49%
27,5%
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MAIN ACTIONS Signature of a company agreement on professional gender equality Marking the dual desire to observe the principle of equal pay for men and women, and to
ensure that maternity and parental situations are not prejudicial to the career prospects of
employees, this agreement signed on December 4th, 2008, defines the principles behind
professional gender equality that L’Oréal intends to guarantee.
It also contractualizes the benefits and other dispositions that L’Oréal already applies in this
area, and formalizes new commitments with the aim of encouraging work-life balance.
Salaries
Guaranteeing the principle of equal pay for men and women, notably by correcting unjustified
disparities in salaries, and ensuring favorable terms of remuneration at the end of maternity
or adoption leave.
Mobility
L’Oréal seeks to ensure equal opportunities for career development, to encourage access for
women to positions of responsibility as well as in functions considered as masculine (and
inversely for men).
Special attention is paid to a woman’s return to work following maternity or adoption leave so
that the period of absence does not affect the career prospects of the employee concerned
- either male or female - (obligatory interviews prior to departure and on return). In keeping
with the concept of proposing a career rather than just a job, the Group accompanies women
in international mobility while taking their family situation into consideration.
Recruitment
The recruitment process and selection criteria are identical for men and women. L’Oréal
makes a point of maintaining the necessary balance in the recruitment of men and women,
for jobs, internships and apprenticeships.
Equal opportunities for training
Access to professional training is a decisive factor in guaranteeing equal opportunities
in career advancement and the professional development of both men and women. Both
men and women must have access to the same training programs, for both enhancement
of their individual and professional skills, and their adaptation to developments within the
company.
Promote gender equality within our teams
PROSPECTS FOR 2010L’Oréal intends to monitor application of the company’s professional gender equality agreement, signed in December 2008, particularly by:
a�Continuing to reduce the gap between men’s and women’s salaries.
a�Maintaining a vigilant approach towards the promotion of women to managerial positions, raising awareness of managers, and developing tools to further mix gender in the area of career management.
a�Pursuing its efforts with regard to gender mix at recruitment level.
For further information: www.bilandiversiteloreal.loreal.fr
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INDICATORS Data - end of 2009
Encourage the employment of people with disabilities
From 2006 to 2009
a�Employment rate of people with disabilities shows improvement: + 1.79 points DRE, +1.21 points GRE
a�Thanks to alternated training, internships and «Recognition of the Quality of the Disabled Worker» (RQTH)
2007
%
0
1
2
3
4
5
6
20092008
CONTEXT Laws passed on July 10th, 1987, February 3rd, 2005, and February 11th, 2005, require companies to employ «people with disabilities» in the ratio of 6% of their workforce, and provide them with accessibility to their work environment. In France, the unemployment rate for persons with disabilities is twice as high as the national average. This unemploy-ment rate can partly be related to the level of education acquired by people with disa-bilities: 80% of them have a level lower than Bac+3 (college graduate), which leads to a scarcity of young graduates with a level above Bac+3.
In 1995, L’Oréal introduced actions benefitting people with disabilities, structured around four particular aspects: recruitment and job retention - development of subcontracting with the sector in question - raising awareness among other employees - improved ac-cess to work premises and information. Over this cycle, the Group aimed to progress, in a sustainable manner, in the area of employment of people with disabilities, and choose 2008 to be «The Year of Disability».
SYNTHESIS
n DRE - direct rate of employment
n GRE: global rate of employment
3,5%
2%
4,22%
3,45%
4,71%
3,79%
13
Encourage the employment of people with disabilities
PROSPECTS FOR 2010
The goal is still to achieve 6% over the next two years by increasing the number of ini-tiatives. Beyond the 6%, L’Oréal intends to develop a sustainable policy encouraging the employment of people with disabilities.
a�Following inspections that were performed on each site in 2009, a commitment should be entered into to make premises easily accessible, effective as from now until 2015, involving work that will make buildings accessible to everyone, whatever their disability.
a�The Group intends to use more systematically sub-contracting, notably thanks to the first directory listing of ESATs and EAs sub-contractions, that was compiled and laun-ched in 2009.
For further information: www.bilandiversiteloreal.loreal.fr
PROSPECTS FOR 2010MAIN ACTIONS Recruitment of employees with disabilities Within the context of the Diversity policy, direct recruitment of people with disabilities relies on clo-
se partnerships with associations specializing with this group of individuals. It is a matter of both:
- acting as early as possible to facilitate access to higher education for disabled students - and
working closely with associations and employment agencies to counteract the low volume of spontaneous
applications and thus identify future talents.
Participation in recruitment and information fairs dedicated to the disabled and organized by our
partners (Tremplin, AFIJ, ADAPT) enables L’Oréal to develop new sources of recruitment.
«Handi’rencontres»On June 11th, 2009, in partnership with Tremplin, ADAPT and AFIJ, 85 people with disabilities were
given the opportunity to discover L’Oréal and its main areas of activity. Thanks to presentations made
by employees willing to provide information on their jobs and make them accessible, they were able
to move closer towards realising a professional project, often looked upon as unattainable within a
large firm.
The «Handi’rencontres» were followed by a forum of open meetings and encounters with employees
and Human Resources personnel, in which each disabled person could obtain personalized advice on
his/her resume and professional project, and benefit from an initial recruitment interview.
ARPEJÉH (Assisting the Pursuit of Study Projects Undertaken by Young
Disabled Pupils and Students)
The association («Accompagner la Réalisation des Projets d’Etudes de Jeunes Elèves et Etudiants
Handicapés»), ARPEJÉH of which L’Oréal is a founding-member, also invites young disabled students
to attend 1 to 4-week discovery and immersion sessions within the business world. In 2009, L’Oréal
welcomed 11 disabled students for a work experience within its teams. The Luxury Products Division,
that pilots ARPEJÉH, intends to deploy the program on a wider scale in 2010.
«Handicap 1ère chance»The Consumer Products Division France launched the «Handicap 1ére Chance» program
in 2009. Jointly created in partnership with the Casino retail group, this initiative helps
9 students with disabilities obtain a Technical and Commercial diploma, on a rotation basis with
departments of the Consumer Products Division France and Casino stores. «Handicap 1ère Chance»
could be generalized to cover all of L’Oréal’s subsidiaries or divisions.
LB DéveloppementIn partnership with LB Développement, a Human Resources management firm specializing
in the employment of people with disabilities, the Luxury Products Division initiated an
innovative project in 2008: annual recruitment of a class of 12 people with disabilities under a
professionalization contract for secretarial jobs. In addition to the objective of social
reinsertion, the project’s main priority, recruitment, has also been met, as 2 people have
been hired thus far.
14
INDICATORS Data - end of 2009
Valorize work experience in anticipation of a longer work life
From 2006 to 2009
a�Job retention of employees over 50 years old
2007 20092008200610
20
30
40 %
2007 2009
%
0
5
10
15
20
25
30
35
Age distribution of employees
n Proportion of 50 year-olds and over
in the workforce in France
Equal opportunities for training
n Proportion of 45 year-olds and over amongst
employees undergoing training
CONTEXT In the European Union the employment rate of 55-64 year-olds is 46%, whereas in France it is only 38%. In 2009, the French Government asked businesses to negotiate corporate agreements with Trade Unions regarding the employment of workers over 50 years old.
As a consequence, L’Oréal signed on December 3rd, 2009, a corporate agreement relative to the employment of workers over 50 years old.
Through this agreement, signed by the CFE-CGC and CFDT trade unions, Management expressed its desire to contractualize L’Oréal’s existing benefits and other measures in favor of employees over 50 years old, ensure higher visibility of existing benefits, especially those relating to end of career management, and formalize new benefits.
SYNTHESIS
24,9%24,1% 24% 24,4%
31%33,46%
15
MAIN ACTIONS Company Agreement Relative to the Management of Seniors (over 50 years old) By signing the corporate agreement in December, 2009, relative to the employment of workers
over 50 years old, L’Oréal aims to promote a global and pro-active policy of Human Resources
management which encourages continued employment for all its employees and especially
those over 50 years old.
Several benefits such as the Professional Career Review benefit, tutoring and knowledge
transfer, a more highly developed use of telecommuting, and options to better organize end-
of-career planning, allowing everyone the chance to develop and pursue their professional
activities, based on their personal goals under the best possible conditions:
Professional Career ReviewEmployees with 15 years’ professional
experience and at least 5 years of seniority
can benefit from a Professional Career
Review («Bilan d’Etape Professional») in the
form of a full day individual seminar, held
outside the company. This Review enables
the employee to carry out an audit of his/
her professional experience, achievements,
and skills, obtained within and outside
the company. The purpose is to allow the
employee to identify the unifying thread
running through his/her professional life
and to focus, with the company, on his/her
current and future motivation levers.
Valorize work experience in anticipation of a longer work life
PROSPECTS FOR 2010
In 2010, the corporate agreement relative to the employment of workers over 50 years old will be roll out throughout the Group.
Transfer of knowledge and know-how Sessions devoted to the sharing of experience are proposed to senior employees whose skills
must be transferred to other employees.
Mentoring programL’Oréal is committed to developing a Mentoring program convinced that it will facilitate
integration and the understanding of the company for all new employees.
Seniors’ Savings Account Available to all employees over 45 years old, the Seniors’ Savings Account («Compte Epargne
Temps Senior») extends the options for savings that existed until then, especially if they choose to
retire at an early age, to improve the financial conditions of retirement, or to reorganize the final
part of their careers by opting for part-time activity and continue to work for a longer period.
For further information: www.bilandiversiteloreal.loreal.fr
16
INDICATORS Data - end of 2009 Training in Diversities
n 3 571 managers trained n 7 managerial training courses incorporated into diversity awareness programs since 2006 n 4 Management Committees of Executive Committee members trained in diversity since 2008
Support for working parents
n 5 day care centers (Levallois, Clichy, Asnières, Ormes and Chevilly-Larue) benefitting 76 employees, of which 21% are fathers
n 1612 employees benefitting from the «Congé Schueller»n 8.3% of part-time employees vs 7.9% in 2008
Evaluationn Creation of the competency: «Leads/Acts with sensitivity»
In-house communication
n 12 in-house communication actions in 2009 launched by the Corporate and France Diversity Management teams
Develop an inclusive managerial culture, respectful of all
From 2006 to 2009
a�87% of managers trained in Diversities
a�Development of inter- company day care centers
a�Diversity included in the training and assessment process for managers
CONTEXT Convinced that diversity must be managed in order to be a source of performance, L’Oréal has committed itself, since 2006, to ensure an inclusive working environment that is respectful of differences as well as the personal fulfillment of its employees. In 2006, the Group deployed a Diversities Training program designed for all its managers in Europe, and implemented a communication plan on its diversities policy targeted to all employees.
L’Oréal has also strengthened its commitment to parent-employees via the creation of the Company Parent-Friendly Charter («Charte de la Parentalité en Entreprise»), in collaboration with SOS-Préma, and the founding of the Parent-Friendly Observatory in 2008.
The Group has since undertaken many other initiatives, such as the opening of inter-company day care centers and a Filapi recreational center for kids.
SYNTHESIS
17
Develop an inclusive managerial culture, respectful of all
PROSPECTS FOR 2010
To continue to develop a managerial culture respectful of differences, L’Oréal intends to pursue its training efforts aimed at all of its employees.
L’Oréal also intends to honor its commitments made within the Parent-Friendly Charter, and accelerate initiatives favoring inclusion, such as additional day care centers (almost 125 cribs in day care centers by the end of 2010) and deployment of telecommuting.
In September 2010, this center, run by Filapi, will host 17 children (as of 3 years old) on Wed-
nesdays and during school holidays. Educational and recreational activities will be organized
by age group.
Support for working parentsCreated by L’Oréal and the SOS Prema association, and supported by the Ministry of Labor,
the Company Parent-Friendly Charter was launched in France on April 11th, 2008 and
supported by the Ministry of Labor. To date, 170 companies have signed the Charter. The
initiative, in line with gender equality in the workplace, highlights the Group’s determination
to encourage a work environment where working-parents can better manage their
professional and personal lives.
Since then, L’Oréal has, for example, accelerated the opening of inter-company day care
centers close to its sites and will dispose of 125 cribs by the end of 2010. The Group is a
founding-member of the “Club des Crèches en Entreprises”, created early in 2010 by the
Ministry of Labor.
For further information: www.bilandiversiteloreal.loreal.fr
MAIN ACTIONS Diversities TrainingSince the end of 2006, a specific day and half Diversity training program has been rolled out
to target 8,000 managers in Europe, including nearly 4,000 in France. It has both a theoretical
and practical approach, using role-playing mechanisms. It searches to heighten managers’
awareness of non-discrimination, on the day to day management of diversities and to involve
them in the implementation of the Group’s diversities policy.
In parallel, the Group has included a module on diversities in other types of training seminars,
such as, recruitment, team management, integration of new employees, etc.
FilapiAfter the development of day care centers, employees of the Consumer Products Division in
France, based in Saint-Ouen, will have access to a new service: a multi company recreational center.
18
Promote the emergence of a diversities ecosystem
From 2006 to 2009
a�L’Oréal has initiated or supported numerous actions aimed at a large public (enterprises, students, associations...), thus helping to promote the diversities concept across all sectors of society.
INDICATORS Data - end of 2009 Educational programsn 2 higher-educational programs dedicated to the theme of diversity and supported by the Corporate Diversities Department
(Sciences Po Lille and l’ESSEC)
n 54 students participated in these educational programs since 2008
n 4 educational programs supported by the Corporate Diversities Department (CPES Henri IV, CEP Sciences Po Paris, Lycées Expérimentaux and Prépaplus Lycée Claude Bernard)
n 552 students enrolled in CEP since 200, 57 in CPES since 2007 and 10 in Prépaplus since 2009
n 11 ARPEJÉH students with disabilities in internships with L’Oréal
Implementation of, and support for, Diversities initiatives n 16 associations operating in the field of diversity, supported by the Corporate Diversities Department since 2009
n 12 actions (fairs, charters, associations, educational programs) co-founded by the Diversities Corporate Department, from 2006 to 2009
Association of suppliers in the diversities policyn 80 suppliers participated, in 2007, in the annual Purchasing Management Convention focusing on diversity
n 3 suppliers (Ifrachimie, Bormioli, ISS) associated with an action supported by the Corporate Diversities Department since 2008
CONTEXT For the past ten years, L’Oréal has provided support to numerous actors committed to diversities and has associated itself with original initiatives from their early inception, such as the launch of the Priority Educational Agreements («Conventions d’Education Prioritaire») at Sciences Po Paris, in 2001, and the creation of the association ARPEJÉH («Accompagner la Réalisation des Projets d’Etudes de Jeunes élèves et Etudiants Handicapés») in 2008.
To foster collaboration, the Group quickly brought in other companies, as well as its suppliers and clients, to participate in some of its actions.
Furthermore, with the founding of its diversities policy, the entrepreneurial spirit of L’Oréal has thus contributed to the emergence and professionalism of a diversities ecosystem in France.
SYNTHESIS
19
Promote the emergence of a diversities ecosystem
PROSPECTS FOR 2010L’Oréal is planning to increase its collaboration in diversities projects with its suppliers and clients, for example:
a�Deployment of the Equality Network of the «Fondation Agir Contre l’Exclusion» (FACE), of which L’Oréal has been a partner since its launch at the end of 2009, that aims to provide SME suppliers and clients with a kit providing information, diagnosis and training in Diversities.
a�Support of a group reflexion on the theme of Supplier Diversity, initiated by the Associa-tion Française des Managers de la Diversité (French Diversity Managers Association) and Equity Lab.
in French. The program is organized in partnership with L’Oréals cleaning contractor ISS, the
language school Astrolabe and the French Cleaner-Workers Association. In addition, B’A’ba
students are tutored by volunteer L’Oréal employees. The objective of the program is to help the
cleaning staff to progress in their field, as mastery of the French language enables them to pass
the Professional Qualification Certificate, a diploma recognized by the French Cleaner-Workers
Association. Currently, the B’A’ba program involves 46 students from the cleaning staff and 90
employee-tutors within the Group’s three sites (St-Ouen, Levallois and Clichy).
Mobilization of suppliers and clients In 2007, L’Oréal presented its diversities policy to 80 suppliers at the purchasing departments
annual convention, entitled «Together for Diversity». The purchasing department is pursuing
its reflexion on supply diversity indicators. Over the past four years, the Group’s suppliers
have been evaluated via company audits, with regard to their fight against discrimination.
For further information: www.bilandiversiteloreal.loreal.fr
MAIN ACTIONS Convention with the Town of Clichy Since 2007, L’Oréal has structured and strengthened its partnership with the town of Clichy-
La-Garenne which plays host to its headquarters. Actions revolve around three main areas:
education, employment and the environment. Each year, the Group welcomes nearly 200 stu-
dents from junior high school for discovery sessions as well as a number of students for sum-
mer jobs. Members of the staff visit the town’s schools to present the Group and its various
jobs. Furthermore, L’Oréal regularly takes part in the town’s events such as the employment
fair and good citizenship week.
Supporting young talentsCEP Sciences Po ParisFrom its inception, L’Oréal has been a partner in the CEP program (Priority Education Conven-
tions) initiated by Sciences Po Paris in 2001. The purpose of this program, in which 552 stu-
dents have participated to date, is to facilitate access to selective advanced training for de-
serving high school graduates from underprivileged neighborhoods. The Group’s involvement
consists of Human Resources Managers’ participation in the admissions panel, annual financial
support and more specific events such as visits of factories, tutoring, internships abroad for
students, and recruitment.
Access to preparatory classes for the «Grandes Ecoles»In 2007, L’Oréal became involved in the CPES program («Classe Préparatoire aux Etudes Supérieures»)
initiated by the Lycée Henri IV, and in 2009 in the Prépaplus program initiated by the Lycée Claude
Bernard both in Paris. These programs help high school graduates, from disadvantaged backgrounds,
to successfully pass the competitive entrance exams held by the «Grandes Ecoles». The Group contri-
butes to these programs by various actions such as professional presentations given by managers, site
visits, mentoring of students. So far, 67 students have benefitted from these programs.
B’A’ba programInitiated in 2007 by the Consumer Products Division in France based in Saint Ouen, B’A’ba’s
objective is to help cleaning staff working for L’Oréal to improve or learn how to read and write
20
INDICATORS Data - end of 2009 Introduction of dedicated resources n 24 Diversity Observatories created in 2006 n 12 Diversity Coordinators
Evaluation of the policyn 6 specific questions on diversities incorporated into the PULSE in-house image survey in 2007
Measure of diversities in Brand Communications n 1,7% of total net media of Consumer Product Division France was invested in the ethnic press
n In 2009, L’Oréal Paris, Garnier and Lancôme supported actions targeted towards people with disabilities, while Garnier and Maybelline New York supported actions in aid of visible minorities
Deploy and evaluate the diversities policy
From 2006 to 2009
a�Strong commitments and resources as close as possible to the field (Diversity Observatories, Division Diversity Coordinators)
a�Involvement of Divisions and brands are still too heterogeneous
n L’Oréal Parisn Garniern Maybelline New York
n % of net media investment spent on models over 40 years old
n % of net media investment spent on models perceived as visible minorities
CONTEXT The distribution of an internal Code of Business Ethics in 2000 and the signing of the Diversity Charter in 2004 constituted the first major steps in the formalization of L’Oréal’s commitment.
Since then, the Corporate Diversities department was created and diversity mana-gers and coordinators were quickly put in place. These actions are a testimony of managements commitments to diversity.
Furthermore, with the deep conviction that diversity and non-discrimination must be objectively measured in order to be effective and recognized, L’Oréal has always shown its commitment to measurement and evaluation.
SYNTHESIS
%
0
5
10
15
20
20092006 20082007
12%
10%
19%
18%
8%
6%
2%
5%7%
10%
15%
20092006
%
0
10
20
30
40
50
20082007
28%26%
11%
8%11%
22%
30%
46%
21%
24%
7%
11%
21
MAIN ACTIONS Diversity Observatories In 2006, 24 Diversity Observatories were created in France, comprised of trade union re-
presentatives, human resources managers and volunteer employees, almost 200 persons are
involved.
The purpose of these Observatories is to foster respect of diversity and non-discrimination in
the field, roll-out actions and their follow-up, exchange and share information on the measures
set in place. Diversity thus becomes part of the everyday life of all employees.
Diversity Label In France, L’Oréal headquarters was one of the first companies to obtain the Diversity Label in
2009. A distinction which recognizes the Group’s commitment to equal opportunities, promo-
tion of diversities and prevention of discrimination.
Following consultation on the permanent label-awarding committee comprised of the Govern-
ment, social bodies and the ANDRH («Association Nationale des Directeurs de Ressources Hu-
maines»), the Diversity Label was awarded by AFNOR Certification, an independent external
body.
The attribution of this label is a logical consequence of signing the Diversity Charter in 2004.
It thus serves as fantastic encouragement for the Group to pursue its commitment to equal
opportunities and the promotion of Diversities.
Follow-up of actions undertaken by brands L’Oréal Paris «Objectif 2012» AwardsIn launching the first edition of the L’Oréal Paris «Objectif 2012» Awards in 2009, L’Oréal Paris
showed its support for 6 young disabled athletes by helping them participate in the Paralympic
Games in London in 2012. The support provided by L’Oréal Paris consists of a 4 year 5,000 €
Deploy and evaluate the diversities policy
PROSPECTS FOR 2010
a�In 2010, two new L’Oréal entities will apply for the Diversity Label.
a�The Group intends to be a candidate for the Professional Gender Equality Label in 2010.
a�Nomination of new Diversity Champions within different divisions.
a�Redynamisation of the Diversity Observatories.
a�Extension of the evaluation of diversities in advertising investments to other Brands in the Group.
For further information: www.bilandiversiteloreal.loreal.fr
grant, mentoring by both professional athletes and 6 L’Oréal Paris employees. Through
this action, L’Oréal Paris provides its supports to young athletes with disabilities, to en-
courage them, to promote them in the eyes of the public and to raise the awareness of its
employees on the subject of integrating employees with disabilities.
Garnier In 2009, during the National Week for People with Disabilities, the Garnier brand joined forces
with the Diversity Observatory in L’Oréal’s headquarters to organize an event aimed at raising
employees’ awareness. The event showcased ESATs sub contractors, and Garnier presented
its skin care packages in Braille, and its consumer service website that, in conjunction with
GuideCaro, is now accessible to people who are deaf or hearing impaired.
22
23
1 n Recruitment and integration
2 n Training
3 n Career management
4 n Management and inclusion
5 n Communication
6 n Actions on the ecosystem
7 n Policy steering
Results by action lever
24
HExistence of a diversity clause in contracts with temp agencies and recruitment firms since 2008
H5 Employment & Diversity fairs co-organized by L’Oréal since 2006
17 candidates recruited by L’Oréal at fairs since 2006
H
H984 candidates interviewed by companies participating in fairs since 2006
1.15% of industry in-ternships with University students in 2009 vs 7.5% in 2006
C
18.33% of research internships with University students in 2009 vs 45% in 2007
C
7.46% of marketing internships with University students in 2009 vs 10.6% in 2006
C
57.7% of internships with non partner campus students in 2006
Existence of awareness program for teams integrating employees with disabilities since 2006
E
EExistence of an integration program for all since 2006
ECommunication on objectified processes by applying a recruitment guide since 2006
EUse by recruiters of the Group’s recruitment criteria since 2006
H39% of men recruited in marketing in 2009 vs 27.9% in 2007
C45% of women recruited in operations in 2009 vs 49% in 2007
H27.5% of men recruited in R&D in 2009 vs 24.5% in 2007
H20% of non-French recruited in 2009 vs 11.25% in 2007
C8.6% of permanent contract hires aged under 26 living in ZUS / CUCS (disadvantaged urban neighborhoods, “Plan Espoir Banlieues”) in 2009 vs 11.8% in 2008
HWith equivalent diplomas, gap between hiring rates of candi-dates likely to be discriminated against and benchmark candida-tes (internships): + 0.3% in 2009 vs 1.2% in 2007
CIdem (jobs): - 0.9% in 2009 vs + 0.4% in 2008
Ensuring diversity of nationalities when hiring under permanent contract
Ensuring mix gender permanent hiring
Working towards talent source diversification by raising awareness among recruitment service-suppliers
Objectifying the recruitment process
Co-organizing and participating in Employment & Diversity Fairs
Ensuring diversity of social backgrounds for internships / apprenticeships
Encouraging diversification of talent sources for internship candidates
Improving employee integration
Ensuring diversity of social backgrounds when hiring under permanent contract
Ensuring equal opportunities in Bac+5 (Masters) recruitment with regard to ethnic origins
Recruitment steering
Diversification of talent sources
Integration
Recruitment and integration
Objectivization of recruitment methods
Lever
Sub-lever
Sub-lever goals
Indicators
In 2009, 8.3% (vs 8.2% in 2008) of interns and 17.4 % (vs 12.4% in 2008) of apprentices aged under 26 from disadvantaged neighbo-rhoods (“Plan Espoir Banlieues”)
H
25
H42,518 hours of training in diversities since 2006
H4 Management Committees of Executive Committee members trained in diversity since 2008
H114 HR managers trained in 2009 (95% of the target figure)
284 factory and administrative staff and sales representatives trained in 2008 Except General Operations Management
H
H3,571 managers trained in 2009 (87% of the target figure)
HAwareness of diversities has been incorporated into 7 training seminars since 2006
Heightening managers’ awareness of diversities and non-discrimination
Training for L’Oréal employees in diversities
Heightening awareness of diversities and non-discrimination on managerial or expertise training courses
Specific training in diversities and non-discrimination
Training
Lever
Sub-lever
Sub-lever goals
Indicators
26
Lever
Sub-lever
Sub-lever goals
Indicators
In 2009, employees aged 45 and over represented 33.4% of employees trained vs 31% in 2007
H
6.9% of non-nationals in the staff in 2009 vs 5.7% in 2006
H
Global employment rate of people with disabilities 4.71% in 2009 vs 3.5% in 2007
H
Direct employment rate of people with disabilities 3.79% in 2009 vs 2% in 2007
H
15% of women amongst Executive Committee members in 2009 vs NA in 2006
H
27.8% of women manager executives with coefficients 660, 770 and 880 in 2009 vs 27% in 2006
H
55% of women in executive positions in 2009 vs 53% in 2007
H
24.4% of employees aged 50 and over in France in 2009 vs 24.9% in 2006
C
45.9% of women manager executives with coefficients 550 in 2009 vs 38.3% in 2006
H
HIdem: research engineer2009: - 4.3%2004: - 14.99%NA en 2006
C42.2% of male employees trained in 2009 vs 43% in 2007
H57.8% of female employees trained in 2009 vs 57% in 2007
E60% of position changes concerning women (entity or job) in 2009 vs 60% in 2007
HComparison of average base monthly salaries men / women for product manager benchmark job +1.8% in 2009 vs 2008: + 3.41% H
Idem: marketing director 2009: + 1%2004: - 1.58%NA en 2006
HIdem: financial controller 2009: + 2.6%2004: - 9.89%NA en 2006
HIdem: unit production engineer 2009: - 2.8%2004: - 10.06%NA en 2006
Favoring equal salary for men and women of the same age and seniority
Facilitating women’s access to mobility
Guaranteeing employability of female employees
Guaranteeing employability of people over 45 years old
Improving the number of non-nationals among employees in France
Raising the employment number of people with disabilities
Improving the number of women in senior management
Working to maintain employees aged over 50
Equal access to mobility
Age distribution of employees
Salaries
Career management
Equal access to training
27
H8.3% of part-time employees in 2009 vs 7.7% in 2007
H37.6% of part-time employees for parental reasons in 2009 vs 37% in 2007
H200 employees benefitting from paternity leave in 2009 vs 164 in 2006
H65 employees benefitting from cribs in day care centers in 2009
1,612 female employees benefitting from Schueller leave in 2009 vs 1,602 in 2007
H
6,279 days of Schueller leave taken in 2009 vs 6,053 in 2008 vs NA in 2006
H
21% of fathers among parents benefitting from cribs in day care centers in 2009
H
H5 day care centers in 2009 vs 1 in 2006
EExistence of diversity criteria in the new “Leads/Acts with sensitivity» skill as of 2006
Creating managerial competences with diversity criteria
Support for working-parents
Promotion of work-life balance
Evaluation of managers based on diversity criteria and non-discrimination
Social work and initiatives conducive to the creation of an inclusive working environment
Management and inclusion
Lever
Sub-lever
Sub-lever goals
Indicators
28
H46% of net media investment for L’Oréal Paris, 11% Garnier, 7% Maybeline New York spent behind models aged over 40 in 2009 2006: L’Oréal Paris: 26% Maybeline New York: 8% Garnier: 11%
12% of net media investment for L’Oréal Paris, 15% for Garnier focusing on male models in 2008 2006: L’Oréal Paris: 18% Garnier: 16%
C 1.7% of total net media of Consumer Product Division France was invested in the ethnic press in 2009 vs 1.5% in 2008
H
18% of net media investment for L’Oréal Paris, 7% for Garnier, 19% for Maybeline New York spent behind models perceived as visible minorities in 2008 2006: L’Oréal Paris: 10%Maybeline New York: 12% Garnier: 10%
0 brands supported actions in favor of seniors (aged over 50) in 2009 vs 2 in 2008
C2 brands supported actions in favor of visible minorities in 2009 vs 2 in 2008
E
3 brands supported actions in favor of people with disabilities in 2009 vs 3 in 2006
E
HExistence of a measuring tool for representation of diversities in brand communication as of 2008
EPresence of a message from General Management specifically addressing diversities in L’Oréal’s Institutional reports and Internet sites since 2006
HExistence of a graphic identity specific to diversities since 2007
HPresence of a chapter on diversities in L’Oréal’s Institutional reports and Internet sites as of 2007
EPresence of a chapter on diversities in L’Oréal’s in-house reports and Internet sites as of 2006
HIn 2008, 12 communication actions emanating from Corporate Diversity Department / France (mynews, événement) vs 0 in 2006
Communicating internally on the Group’s actions in favor of diversities
Mobilizing General Management to support the Group’s diversities policy
Communicating externally on the Group’s actions in favor of diversities
Representing diversities in communication for the Group’s brands
Supporting actions in favor of diversities
Promotion of diversities in institutional communication
Promotion of diversities in in-house communication
Promotion of diversities through the brands Communication
Lever
Sub-lever
Sub-lever goals
Indicators
C
29
H2 education programs dedicated to the theme of diversity and backed by Diversities Corporate in 2009
46 associations operating in the field of diversities, backed by Diversities Corporate since 2006
12 initiatives (fairs, charters, associations, educational programs) co-founded by Diversities Corporate in France from 2006 to 2009
552 students enrolled in CEP Sciences Po Paris since 2001, 57 in CPES Henri IV since 2007, 10 in Prépaplus Claude Bernard since 2009
4 educational programs backed by Diversities Corporate in 2009 vs 1 in 2006
516 young individuals with apprenticeship or professionalization contracts in 2009 vs 479 in 2007
54 students from these 2 dedicated education programs since 2008
E80 suppliers and service-suppliers participated in a Purchasing Convention relating to diversities in 2007
1 supplier and 1 client associated with an action supported by Diversities Corporate in 2009
210 interns from 1st year high school welcomed by L’Oréal in 2009 vs NA in 2006
11 ARPEJÉH interns welcomed by L’Oréal in 2009
Backing the emergence of new talents
Making suppliers and clients aware of L’Oréal’s diversities policy Initiating diversities actions
with the Group’s suppliers and clients
Backing players in the field of diversities
Participating in the introduction of training programs specializing in diversities
Supporting innovative initiatives in the field of diversities
Associating suppliers and clients with the diversities policy
Support for the development of specialized skills in diversities Investment
in education
Actions on the ecosystem
Lever
Sub-lever
Sub-lever goals
Indicators
H
H
H
H
H
HH
H
30
6 questions specifically addressing diversities included in the internal image survey (Pulse 2007)
2 audits performed by external entities in 2009 vs 2 in 2006
E
12 Diversity coordinators in France in 2009 vs 4 in 2006
H
H1 entity obtained the Diversity Label in 2009
24 Diversity Observatories set up in France in 2006
E
2 meetings, per year on average, for Diversity Observatories (France) since 2006
E
Nomination of a Diversities Director France in 2008
H
ESigning of the Diversity Charter in 2004
EA Business Code of Ethics since 2000
HProgramming of an annual meeting dedicated to diversities with General Management as from 2008
Formalization of the diversities policy in 2006 (Position Paper)
H2 corporate agreements dedicated to one of the aspects of diversity since 2008
ECreation of a Corporate Diversities Department in 2006
Formalizing the Group’s commitments in favor of diversities and non-discrimination
Steering diversities at the Top level of the company
Developing a diversities policy
Including diversities in corporate social dialogue
Measuring internal perception of equality of opportunity
Certifying the diversities policy
Carrying out audits of the diversities policy
Running dedicated entities
Providing necessary resources to deploy diversities policy
Creating dedicated entities
Formalization of commitment of L’Oréal and its directors
Evaluation and follow-up of actions
Introduction of resources dedicated to diversities
Policy steering
Lever
Sub-lever
Sub-lever goals
Indicators
E
31
At L’Oréal, the 2005-2010 cycle was decidedly positioned under the banner of commitment: that of managers, directors, employees, but also that of the Group’s brands, to reflect and promote diversities.
What are the main points to be retained from this first Diversities Overview Report France?
First of all, we have achieved our 7 main goals in the 2005-2010 cycle, in terms of both resources and results. Our numerous initiatives have enabled us to improve professional equality between men and women, significantly develop the employment of people with disabilities, and create a dynamic approach to the employment of people over 50 years old on a long-term basis. Obviously, efforts still need to be made to ensure the sustainability of the progress we have made.
This Report shows that the entrepreneurial spirit that has inspired L’Oréal for the past 100 years is the back bone for the Group’s diversities policy. The quest for diversities has led L’Oréal to think out of the box, and develop innovative actions in collaboration with associations, suppliers, clients, other companies and institutional bodies.
The results achieved over this first 2005-2010 cycle encourages us to face the future with optimism. The next cycle, 2010-2015, will be one of consolidation of our actions and pro-active management of new subjects in the field of diversity.
The Diversities Teams Corporate and France
conclusion
32
L’Oréal, actions to promote diversities: 5 years of commitment
n Showing respect for diversity? Being more open-minded? Challenges that L’Oréal has showed no hesitation in shouldering, by our side. Two “Festivals Non-Conformes” were born of this partnership and, for our association, it meant one step more in accepting ourselves, one step more on the path to activism against «fatty-phobia». We would like to thank L’Oréal for following us, on both occasions, in this movement aiming for more open-mindedness regarding the extent of esthetic diversity, not confined to current stereotypes.
Association ALLEGRO FORTIS-SIMO
n The L’Oréal group has worked for decades in favor of diversity, in particular through its as-sistance for women, allowing them to reconcile their professional and family lives. It has exten-ded these measures to include employees who are fathers and was the initiator of the Charter for Working Parents in 2008. Now a partner of the Observatory of Parents Working in Com-panies, the L’Oréal group actively contributes towards the deployment of good practices in the interest of working parents, both male and female.
Jérôme BALLARINPresident, «Observatoire de la Parentalité en Entreprise»
n Far from making mere proclamations, I have noted that with L’Oréal diversity is expressed frequently through concrete actions; recruitment process, indicators based on statistics, B’A’ba solidarity project, communication tools, etc. For several years, L’Oréal has distinguished itself in the field of diversity and its value, both internally and externally. I hope that many large Groups inspire from this voluntarism which we certainly needs to take up this 21st-century challenge: res-pect for diversities and equal treatment for all
Nora BARSALIProducer, Consultant in Communication
n L’Oréal, in partnership with SOS Préma sin-ce its creation in 2004, understood the difficulty that’s parents of premature babies experience. Brainstorming together around pregnancies and prematurity we have given birth to the Working Parent Friendly Charter. As a result, over 1.5 million working parents in France benefit from a better understanding and more support as com-panies take into consideration the diversity of family situations.
Charlotte BOUVARDFounder, Director of SOS Préma, an association to assist the parents of premature children
n L’Oréal has invested in new areas to ensure that equal opportunity continue to advance. In 2009, we worked together once again, and it was with teamwork, a union of differences and complementarities that the Group succeeded in producing concrete results for our missions. There are companies that try, companies that watch, others that create, invent and dare… In our opinion, L’Oréal falls into the third category, those who dare, who take risks, who aim for the best, day after day...
Ralph BUCHTERAssociate Manager, SevenWays
n At the rate of two journalistic enquiries per year, our work with the L’Oréal group bears witness to its desire to make constant progress. And movement is the best ally of diversity.
Marc CHEB SUNEditor-in-Chief, «Respect Mag»
n An essential need for a developed country like ours, true appreciation of the value of everyone’s talents implies democratization, real open-min-dedness towards diversity, the opening up of all channels for training in excellence. Such a challenge requires a shared and determi-ned commitment on the part of companies and educational establishments, alongside that of the
State. Mobilization of everyone concerned, based on the expertise and image of the most emblema-tic among them. It is therefore perfectly natural that L’Oréal is now one of the foremost partners of the Lycée Henri-IV, contributing to the success of its Pre-paratory Class for Advanced Studies, an exem-plary and highly innovative initiative which has already prepared close on 120 students from very modest backgrounds for the most deman-ding studies.
Patrice CORREPrincipal, Lycée Henri IV
n With AFIP, L’Oréal has succeeded in crea-ting a solidarity chain in favor of diversity in or-der to detect high potentials and mentor can-didates.
Carole DA SILVAFounder Director, AFIP, member of France’s «High Council for Integration» and the HALDE’s advisory board
n L’Oréal played a decisive role in the launching of the Italian Diversity Charter on October 5th 2009. Thanks to companies like L’Oréal, the network of Diversity Charters in Europe now extends to 5 countries.
Henri DE REBOULGeneral Delegate, IMS-Entreprendre pour la Cité, in charge of the General Secretariat of the French Diversity Charter
n The L’Oréal group has been working for de-cades in favor of diversity through, and in parti-cular by, enabling women to reconcile their pro-fessional careers and family lives. L’Oréal has extended these measures to include working fathers and has played an active part in ena-bling men to devote themselves more to family life by backing the work of L’ORSE: «promoting parenthood among male employees».
François FATOUXGeneral Delegate, «Observatoire de la Responsabilité Sociétale des Entreprises»
n For the past four years, over 4,000 young individuals have been able to attend movie screenings thanks to «Cinéma pour Tous». Movies makes people think, a fact we again recently observed at L’Oréal’s Aulny sous Bois site, where almost 200 people watched a scree-ning of Clint Eastwood’s «Gran Torino». And we continue to share the magic of movies by offe-ring 24 hours at the Cannes Film Festival for the two winners of our competition, thanks to the support of L’Oréal.
Isabelle GIORDANOJournalist, President, «Cinéma pour Tous»
n For many years, our mission has been to assist L’Oréal at the operational level in its ob-jective to include people with disabilities within its activities. Our task with L’Oréal is to ensure that, in ope-rational terms, the training and integration of people with disabilities within the company is no longer a «sideline» issue in the management of human resources.
Christian GRAPINDirector, Tremplin Entreprises
n L’Oréal quickly partnered with us on an internship program for Young Graduates (Bac+4/5) from working-class neighborhoods. L’Oréal’s employees presented their jobs and career opportunities within the Group and met with candidates. This event, held on December 4th 2009, was a success. We plan to repeat it in 2010 and strengthen our ties.
Saïd HAMMOUCHEFondateur, Directeur Général de Mozaïk RH
n If the association «100,000 Entrepreneurs» feels close to L’Oréal, it’s because we share the same conviction: we have to trust the younger generations and encourage them to assume responsibility for their own lives.Together, we visit disadvantaged neighborhoods to tell young people: «You must have a talent, a desire, an idea… Turn it into a project for your
33
L’Oréal, actions to promote diversities: 5 years of commitment
life and pursue it to the end». Our common role is to convince them that nothing is inevitable. From then on, everything becomes possible.
Philippe HAYAT Fondateur, «100 000 entrepreneurs»
n For the past three years, I have worked with L’Oréal on introducing HR practices aimed at fa-cilitating the recruitment and careers of seniors. L’Oréal is the first company to have clearly mobi-lized efforts in favor of recruiting seniors by orga-nizing an Employment Forum in 2008, where 10 firms and 200 senior professionals participated.
Joelle IMBERTAuthor, «Manager la Carrière des Séniors»
n L’Oréal works not only for Diversity, but for Diversities. This is an incentive to come up with a multitude of initiatives, right, left and center. On each occasion, ten young women sit face-to-face with three of the Group’s employees to discuss career prospects within the company, in locations often very close to their homes.
Francoise LEFEVREPresident, «Café de l’Avenir»
n Since a number of years now, we’ve esta-blished a partnership with L’Oréal. Diversity is perceived as a performance tool for a company. L’Oréal has incorporated diversity as a key factor to creativity, innovation, cohesion and progress wi-thin the company.
Patrick LOZESPresident, «The Council Representative of Black Associa-tions in France» (CRAN)
n Arborus and L’Oréal entered into a long-stan-ding partnership on the issue of equality between men and women. The sharing of common values, common ambitions, to canvas and disseminate
equality beyond the company and beyond our frontiers. Thus, in 2010, L’Oréal decided to join the first circle of founding member firms of the Arborus endowment fund and by participating in the first European and International label for professional equality, certified by Bureau Véritas. The goal of these two pioneering initiatives, managed by Arbo-rus and presided by former minister Nicole Ame-line, is to create a European and worldwide corpo-rate culture on the theme of equality between men and women and to equip companies with a wide range of steering tools. These actions provide one response to the expectations of new generations and represent a change in our organizations sys-tems to ensure that they will be fairer.
Cristina LUNGHIFounder, President, Arborus
n Introducing diversity policies is a very good thing. Evaluating their results is even better ! L’Oréal has come up with a very interesting set of indicators to evaluate its policies and processes in the field of diversity.The methodology retained actively contributes towards nourishing the reflection process and exchanges of good practices that the European Commission organizes at European level. Equal opportunity will only become a reality when all economic players become involved on a day-to-day basis. Large companies have a driving role to play, and L’Oréal has understood that very clearly.
Catherine MAGNANTPolicy Officer for the European Commission’s General Directorate for Employment, Social Affairs and Equal Opportunities
n After working on the career management pro-cesses at a global level, I coached Jean-Paul Agon and the Group’s directors on integrating and capi-talizing effectively on all of L’Oréal’s talents, wha-tever their profile. Few CEOs have such a deep curiosity, such a fine understanding of the stakes
in hand, and such clear personal involvement in the challenge of transforming their companies at a global level.
Nathalie MALIGEPresident, Diverseo SAS, diversity management specialist
n Since the creation of the AFMD, L’Oréal group has been a major player in the promotion and management of Diversity. In performing concrete actions and adopting good practices, it has mo-bilized many of our subscribers and carried them along with it. From the commitment of its President to its ope-rational teams, all those working for the L’Oréal group have understood that Diversity is a social, corporate and economic issue which is vital for sustainable growth.
Soumia MALINBAUMPresident, AFMD
n L’Oréal contributes to the development of SMEs financed by Citizen Capital, an investment fund dedicated to talented entrepreneurs experien-cing difficulties in obtaining capital and networks, by sharing competencies and implementing a policy of supplier diversity.
Laurence MEHAIGNERIECo-author of the report «Les Oubliés de l’Egalité des Chances» (a cornerstone of the Diversity Charter), President, Citizen Capital
n After training over 600 people at L’Oréal, I can attest to their real enthusiasm for diversity. Both managers and employees look upon the integra-tion of differences as a real skill necessary to all, both men and women. False representations fade away to make way for evolution in both language and behaviour, based on the concept of inclusion.
Arnaud PISSOTConsultant, Trainer in Diversity and the Fight against Discrimination
n For Zy’Va, the partnership with L’Oréal allows youngsters to discover the world of business and highlights the investment of Cac 40 companies in diversity for the young and not so young from disadvantaged neighbourhoods. So, «on Zy’Va» - which means, we’re all ready to make this encoun-ter a real tool for equal opportunities.
Hafid RAHMOUNIDirector, Zy’Va
n Vision Enabler France has been working with the L’Oréal group since May 2005 and is deligh-ted with the leading role it has taken in France, showing and staking out the path for other socio-economic players in the country.
Hamid SENNICo-founder, Vision Enabler, a diversity consulting firm
n L’Oréal’s participation in most of the major diversity-related institutions, their commitment to encourage others (e.g. potential suppliers, SMEs etc.) to think about how to implement diversity policies through exchange of experiences, and their initiating role in the creation of the Chair of Diversity and Performance at ESSEC make L’Oréal a clear leader in the diversity field in France.
Pierre TAPIEPresident,ESSEC Business School
n Very early on, the L’Oréal group expressed its desire to participate in the development of a methodology with other major Groups by accepting to be a founding member of the French Association of Diversity Managers, created at the initiative of the Club XXIème Siècle. This unfailing involvement serves as encouragement for all players in the field of diversity.
Chenva TIEUPresident, Dauphine Management & Diversity Chair, Founder, AFMD
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L’Oréal and Diversities: Commitment, Evaluation, Sharing
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