Our commitments, our results

Diversities Overview Report, 2005-2010 cycle
Our commitments, our results
edito
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
2
edito
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 Employment & 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
3
04 nIntroduction
p.
05 nMethodology
p.
08 nReflect the diversity of origins
Contents
p.
p.
p.
p.
within our teams
10 nPromote gender equality
within our teams
12 nEncourage the employment
of people with disabilities
14 nValorize work experience in anticipation
of a longer work life
p.
16 nDevelop an inclusive managerial culture,
respectful of all
p.
18 nPromote the emergence
of a diversities ecosystem
p.
20 nDeploy and evaluate
the diversities policy
p.
23 n Results by action lever
p.25 n Conclusion
4
Introduction
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.
Methodology
OUR DIVERSITIES POLICY:
7 GOALS, 7 ACTION LEVERS
For L’Oréal, diversities include all the visible or invisible differences among its employees which influence the attitudes, behavior, values and ways of working adopted
by men and women. Over the 2005-2010 cycle, the Group undertook, while maintaining 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 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
The 6 priority dimensions
Ethnic &
Social
Cultural
background Promotion
Gender
Disability
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 provided 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
To accomplish this, L’Oréal based its approach on a Diversities Matrix, composed of 6
priority dimensions and 7 action levers:
Nationality
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.
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 cycle
n Action lever
Age
The 7 action levers
Recruitment & Integration
Training
Career management
Management & Inclusion
Communication
Actions on the Ecosystem
Policy steering
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.).
5
6
Results by goal
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
7
Reflect the diversity of origins within our
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 disadvantaged 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.
INDICATORS
Data - end of 2009
Diversification of talent sources
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
n Internships with University students:
aged under 26 from disadvantaged neighborhoods:
20
%
17,4%
12
%
10,6%
10
15
12,4%
11,8%
10
8,6%
8,2%
8
8,3%
7,46%
7,5%
6
4
SYNTHESIS
5
0
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 maintaining effective diversification
of recruitment channels,
due to the economic crisis
8
1,15%
2
0
Permanent
contracts
Internships
Apprenticeships
2008
2009
Marketing
Industry
2006
2009
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
teams
MAIN ACTIONS
Creation of “Employment & Diversity” Fairs in
partnership with IMS-Entreprendre pour la Cité
On February 7th, 2006, L’Oréal created the «Employment & Diversity” 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, apprenticeships and summer jobs in order to offer young candidates 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 associations
Since 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 program
Since 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
PROSPECTS FOR 2010
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 mobilizing its new «Campus Management Department France» implemented at the beginning
of 2010, and by developing Assessment Centers.
a
C ontinue working with its partner schools to encourage them to open up to a wider mix
of students at both a social and cultural level.
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).
For further information: www.bilandiversiteloreal.loreal.fr
9
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.
INDICATORS
Data - end of 2009
Access by women to positions of responsibility
15% of women amongst Executive Committee members
27,8% of women amongst manager executives
n 55% of women amongst managers
n
n
Gender mix in permanent hiring
49%
%
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.
20
20
10
10
45%
39%
40
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
Marketing:
% of men
30
2009
2007
Operations:
% of women
R&D:
% of men
20
57%
women
trained
2007
%
3
Unit Production
Engineer
1%
0
-3
-6
-1,5%
Research
Engineer
Financial
Controller
2,6%
-2,8%
Marketing
director
-4,3%
-9
-9,89%
-10,06%
-12
2004
2009
-14,99%
57,8%
women
trained
2009
2007
0
(Average monthly base salary for equivalent ages and seniority for the following benchmark jobs)
6
42,2%
men
trained
2009
10
Salary gap between Women/Men
-15
10
43%
men
trained
24,5%
0
SYNTHESIS
%
40
27,5%
30
0
From 2006 to 2009
50
40
27,9%
30
Equal access to training
%
50
50
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.
PROSPECTS FOR 2010
L’Oréal intends to monitor application of the company’s professional gender equality
agreement, signed in December 2008, particularly by:
a
C ontinuing to reduce the gap between men’s and women’s salaries.
a
M aintaining 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
P ursuing its efforts with regard to gender mix at recruitment level.
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.
Recruitment
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.
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.
For further information: www.bilandiversiteloreal.loreal.fr
11
Encourage the employment of people with
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 unemployment rate can partly be related to the level of education acquired by people with disabilities: 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 access 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
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)
12
INDICATORS
Data - end of 2009
6
%
4,71%
5
4,22%
4
3,5%
3,45%
3,79%
3
2
2%
1
0
n DRE - direct rate of employment
n GRE: global rate of employment
2007
2008
2009
disabilities
MAIN ACTIONS
Recruitment of employees with disabilities
Within the context of the Diversity policy, direct recruitment of people with disabilities relies on close 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.
PROSPECTS FOR 2010
The goal is still to achieve 6% over the next two years by increasing the number of initiatives. 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
T he 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 launched in 2009.
«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 Développement
In 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.
For further information: www.bilandiversiteloreal.loreal.fr
13
Valorize work experience in anticipation of a
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.
INDICATORS
Data - end of 2009
Age distribution of employees
Equal opportunities for training
n P roportion of 50 year-olds and over
n P roportion of 45 year-olds and over amongst
in the workforce in France
40
employees undergoing training
%
35
33,46%
%
31%
30
30
24,9%
24,1%
24%
24,4%
25
20
20
15
SYNTHESIS
10
10
2006
From 2006 to 2009
a
Job retention of employees
over 50 years old
14
2007
2008
2009
5
0
2007
2009
longer work life
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 endof-career planning, allowing everyone the chance to develop and pursue their professional
activities, based on their personal goals under the best possible conditions:
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.
Professional Career Review
Employees 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.
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 program
L’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
15
Develop an inclusive managerial
culture, respectful of all
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
From 2006 to 2009
a
87% of managers trained in
Diversities
a
Development of intercompany day care centers
a
Diversity included in the
training and assessment
process for managers
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 1 612 employees benefitting from the «Congé Schueller»
n 8 .3% of part-time employees vs 7.9% in 2008
Evaluation
n 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
MAIN ACTIONS
Diversities Training
Since 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.
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 Wednesdays and during school holidays. Educational and recreational activities will be organized
by age group.
Support for working parents
Filapi
After 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.
Created 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
17
Promote the emergence of a diversities
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
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.
18
INDICATORS
Data - end of 2009
Educational programs
n 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 1 2 actions (fairs, charters, associations, educational programs) co-founded by the Diversities Corporate Department,
from 2006 to 2009
Association of suppliers in the diversities policy
n 8 0 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
ecosystem
MAIN ACTIONS
Convention with the Town of Clichy
Since 2007, L’Oréal has structured and strengthened its partnership with the town of ClichyLa-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 students from junior high school for discovery sessions as well as a number of students for summer 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 talents
CEP Sciences Po Paris
From its inception, L’Oréal has been a partner in the CEP program (Priority Education Conventions) initiated by Sciences Po Paris in 2001. The purpose of this program, in which 552 students have participated to date, is to facilitate access to selective advanced training for deserving 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 contributes 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 program
Initiated 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
PROSPECTS FOR 2010
L’Oréal is planning to increase its collaboration in diversities projects with its suppliers
and clients, for example:
a
D eployment 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 Association 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
19
Deploy and evaluate the diversities policy
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 managers 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.
INDICATORS
Data - end of 2009
Introduction of dedicated resources
n 24 Diversity Observatories created in 2006
n 12 Diversity Coordinators
Evaluation of the policy
n 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
SYNTHESIS
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 % of net media investment spent on
models over 40 years old
50
%
46%
40
30
26%
28%
22%
20
10
8%
2006
n L’Oréal Paris
n Garnier
n Maybelline New York
19%
%
15%
18%
12%
10%
24%
10
10%
11%
8%
6%
7%
5%
5
2%
11%
2007
20
15
30%
21%
11%
0
20
n % of net media investment spent on models
perceived as visible minorities
7%
2008
2009
0
2006
2007
2008
2009
MAIN ACTIONS
Diversity Observatories
In 2006, 24 Diversity Observatories were created in France, comprised of trade union representatives, 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.
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
N omination of new Diversity Champions within different divisions.
a
R edynamisation of the Diversity Observatories.
a
E xtension of the evaluation of diversities in advertising investments to other Brands in
the Group.
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, promotion of diversities and prevention of discrimination.
Following consultation on the permanent label-awarding committee comprised of the Government, social bodies and the ANDRH («Association Nationale des Directeurs de Ressources Humaines»), 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
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 encourage 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.
L’Oréal Paris «Objectif 2012» Awards
In 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 €
For further information: www.bilandiversiteloreal.loreal.fr
21
22
Results by action lever
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
23
C
H
E
Communication on
objectified processes by
applying a recruitment
guide since 2006
Working towards talent
source diversification
by raising awareness
among recruitment
service-suppliers
5 Employment & Diversity fairs
co-organized by L’Oréal since
2006
H
984 candidates interviewed by
companies participating in fairs
since 2006
Lever
Sub-lever
Sub-lever goals
Indicators
24
With equivalent diplomas, gap
between hiring rates of candidates likely to be discriminated
against and benchmark candidates (internships): + 0.3%
in 2009 vs 1.2% in 2007
C
Idem (jobs): - 0.9% in 2009
vs + 0.4% in 2008
E
Integration
Improving employee
integration
Co-organizing
and participating
in Employment &
Diversity Fairs
17 candidates recruited
by L’Oréal at fairs since
2006
H
H
Ensuring equal
opportunities in
Bac+5 (Masters)
recruitment with
regard to ethnic
origins
Recruitment steering
Recruitment
and integration
H
C
Ensuring diversity
of nationalities
when hiring
under
Ensuring diversity
permanent
of social backgrounds
contract
when hiring under
permanent
contract
Objectifying the
recruitment process
Objectivization
of recruitment
methods
H
20% of non-French
recruited in 2009 vs
11.25% in 2007
8.6% of permanent contract
hires aged under 26 living in ZUS
/ CUCS (disadvantaged urban
neighborhoods, “Plan Espoir
Banlieues”) in 2009 vs
11.8% in 2008
Ensuring mix gender
permanent hiring
H
Existence of a diversity
clause in contracts with
temp agencies and
recruitment firms
since 2008
27.5% of men
recruited in R&D
in 2009 vs 24.5%
in 2007
39% of men recruited
in marketing in 2009 vs
27.9% in 2007
E
Use by recruiters of the
Group’s recruitment
criteria since 2006
H
45% of women recruited in
operations in 2009 vs 49%
in 2007
Diversification of talent sources
Ensuring diversity
of social backgrounds
for internships /
apprenticeships
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 neighborhoods (“Plan Espoir Banlieues”)
H
Existence of an integration
program for all since 2006
Existence of awareness
program for teams integrating
employees with disabilities
since 2006
E
Encouraging diversification of
talent sources for internship
candidates
57.7% of internships
with non partner
campus students
in 2006
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
1.15% of industry internships with
University students
in 2009 vs 7.5% in 2006
C
C
H
Awareness of diversities has been incorporated into 7 training seminars since 2006
Heightening managers’ awareness of diversities
and non-discrimination
H
Heightening awareness of diversities
and non-discrimination on managerial or
expertise training courses
42,518 hours of training in
diversities since 2006
H
3,571 managers
trained in 2009
(87% of the target figure)
Training
Specific training in diversities
and non-discrimination
H
4 Management
Committees of Executive
Committee members
trained in diversity since
2008
H
Training for L’Oréal employees in diversities
114 HR managers
trained in 2009
(95% of the target figure)
Lever
284 factory and administrative staff and sales
representatives trained in 2008
Except General Operations Management
H
Sub-lever
Sub-lever goals
Indicators
25
H
E
Comparison of average base monthly salaries
men / women for product manager
benchmark job +1.8% in 2009 vs 2008:
+ 3.41%
60% of position changes concerning
women (entity or job) in 2009
vs 60% in 2007
Idem: marketing director
2009: + 1%
2004: - 1.58%
NA en 2006
C
42.2% of male employees
trained in 2009 vs 43% in
2007
In 2009, employees aged 45
and over represented 33.4%
of employees trained vs 31%
in 2007
H
H
Facilitating women’s
access to mobility
H
57.8% of female
employees trained in
2009 vs 57% in 2007
H
Guaranteeing
employability
of female employees
Guaranteeing
employability of people
over 45 years old
Idem: financial controller
2009: + 2.6%
2004: - 9.89%
NA en 2006
Favoring equal
salary for men
and women of
the same age
and seniority
Equal
access to
mobility
H
Idem: unit production
engineer
2009: - 2.8%
2004: - 10.06%
NA en 2006
Salaries
Equal access
to training
H
Career management
6.9% of non-nationals
in the staff in 2009
vs 5.7% in 2006
Improving the number
of non-nationals among
employees in France
Direct employment rate
of people with disabilities
3.79% in 2009 vs 2% in 2007
Raising the
employment
number of people
with disabilities
Improving the number of women
in senior management
Sub-lever goals
Indicators
26
Global employment rate
of people with disabilities
4.71% in 2009 vs 3.5%
in 2007
H
24.4% of employees aged
50 and over in France in
2009 vs 24.9% in 2006
C
H
Sub-lever
Working to maintain
employees aged
over 50
Age distribution
of employees
H
Lever
Idem: research engineer
2009: - 4.3%
2004: - 14.99%
NA en 2006
45.9% of women
manager executives with
coefficients 550 in 2009
vs 38.3% 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
15% of women amongst
Executive Committee
members in 2009 vs NA
in 2006
H
H
E
Existence of diversity criteria in the new
“Leads/Acts with sensitivity» skill as of 2006
Creating managerial competences with diversity criteria
H
8.3% of part-time
employees in 2009
vs 7.7% in 2007
Evaluation of managers based
on diversity criteria
and non-discrimination
Promotion of work-life
balance
H
5 day care centers in
2009 vs 1 in 2006
Management
and inclusion
H
H
37.6% of part-time
employees for parental
reasons in 2009
vs 37% in 2007
65 employees benefitting
from cribs in day care
centers in 2009
Social work and initiatives
conducive to the creation of
an inclusive working environment
1,612 female employees
benefitting from Schueller
leave in 2009 vs 1,602
in 2007
H
Support for working-parents
200 employees benefitting
from paternity leave in 2009
vs 164 in 2006
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
Lever
Sub-lever
Sub-lever goals
Indicators
27
E
H
Presence of a message from General
Management specifically addressing
diversities in L’Oréal’s Institutional reports
and Internet sites since 2006
Existence of a graphic identity specific
to diversities since 2007
Presence of a chapter
on diversities in L’Oréal’s
Institutional reports and
Internet sites as of 2007
H
Existence of a measuring
tool for representation of
diversities in brand
communication as of
2008
H
Mobilizing General
Management to support
the Group’s diversities
policy
Communicating externally
on the Group’s actions in
favor of diversities
E
Presence of a chapter on
diversities in L’Oréal’s
in-house reports and
Internet sites as of 2006
H
46% 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% Representing diversities
Garnier: 11%
Promotion of diversities
in institutional
communication
in communication for the
Group’s brands
C
Promotion of
diversities in
in-house
communication
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%
Communication
Sub-lever
Sub-lever goals
Indicators
28
Communicating
internally on the
Group’s actions in
favor of diversities
H
In 2008, 12 communication
actions emanating from
Corporate Diversity
Department / France
(mynews, événement)
vs 0 in 2006
3 brands supported
actions in favor of people
with disabilities in 2009
vs 3 in 2006
C
E
Supporting actions in
favor of diversities
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%
Lever
Promotion of
diversities
through the
brands
0 brands supported
actions in favor of seniors
(aged over 50) in 2009
vs 2 in 2008
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
2 brands supported
actions in favor of visible
minorities in 2009
vs 2 in 2008
E
C
E
80 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
H
H
54 students from these
2 dedicated education
programs since 2008
H
2 education programs
dedicated to the theme
of diversity and backed
by Diversities Corporate
in 2009
Making suppliers
and clients aware of
L’Oréal’s diversities policy
46 associations operating
in the field of diversities,
backed by Diversities
Corporate since 2006
210 interns from
1st year high school
welcomed by L’Oréal
in 2009 vs NA in 2006
Associating suppliers
and clients with
the diversities policy
Participating in
the introduction
of training programs
specializing
in diversities
Support for
the development
of specialized
skills in
diversities
H
Initiating diversities actions
with the Group’s suppliers
and clients
11 ARPEJÉH interns
welcomed by L’Oréal
in 2009
Actions on
the ecosystem
Investment
in education
Backing
the emergence
of new talents
Backing players
in the field of
diversities
516 young individuals
with apprenticeship
or professionalization
contracts in 2009
vs 479 in 2007
Supporting innovative
initiatives in the field
of diversities
12 initiatives (fairs, charters,
associations, educational
programs) co-founded
by Diversities Corporate in France
from 2006 to 2009
H
H
H
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
H
H
Lever
Sub-lever
Sub-lever goals
Indicators
29
H
Programming of an annual meeting
dedicated to diversities with General
Management as from 2008
E
A Business Code of
Ethics since 2000
E
E
Signing of the
Diversity Charter in
2004
Steering diversities
at the Top level of the
company
Formalizing the Group’s
commitments in favor
of diversities and
non-discrimination
6 questions specifically
addressing diversities included
in the internal image survey
(Pulse 2007)
1 entity obtained the
Diversity Label in 2009
Developing a
diversities policy
Formalization of
commitment of L’Oréal
and its directors
Measuring internal
perception of equality
of opportunity
Certifying the
diversities policy
H
Lever
Sub-lever
Sub-lever goals
2 corporate agreements
dedicated to one of the
aspects of diversity since
2008
Policy steering
Evaluation
and follow-up
of actions
E
Creation of a Corporate
Diversities Department in
2006
Creating dedicated
entities
Introduction of
resources dedicated
to diversities
Nomination of a Diversities
Director France in 2008
H
Providing necessary
resources to deploy
diversities policy
Running dedicated
entities
12 Diversity coordinators in France
in 2009 vs 4 in 2006
H
24 Diversity Observatories
set up in France in 2006
E
E
Indicators
30
H
Including diversities
in corporate social
dialogue
Carrying out audits
of the diversities
policy
2 audits performed by
external entities in 2009
vs 2 in 2006
Formalization of the
diversities policy in 2006
(Position Paper)
2 meetings, per year on
average, for Diversity
Observatories (France)
since 2006
E
conclusion
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
31
L’Oréal, actions to promote diversities:
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
SIMO
ALLEGRO
FORTIS-
n The L’Oréal group has worked for decades
in favor of diversity, in particular through its assistance for women, allowing them to reconcile
their professional and family lives. It has extended 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 Companies, the L’Oréal group actively contributes
towards the deployment of good practices in
the interest of working parents, both male and
female.
Jérôme BALLARIN
President, «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: respect for diversities and equal treatment for all
Nora BARSALI
Producer, Consultant in Communication
32
n L’Oréal, in partnership with SOS Préma since 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 companies take into consideration the diversity of
family situations.
Charlotte BOUVARD
Founder, 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 BUCHTER
Associate 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 SUN
Editor-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-mindedness towards diversity, the opening up of all
channels for training in excellence.
Such a challenge requires a shared and determined 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 emblematic 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 Preparatory Class for Advanced Studies, an exemplary and highly innovative initiative which has
already prepared close on 120 students from
very modest backgrounds for the most demanding studies.
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 screening of Clint Eastwood’s «Gran Torino». And we
continue to share the magic of movies by offering 24 hours at the Cannes Film Festival for the
two winners of our competition, thanks to the
support of L’Oréal.
Patrice CORRE
Isabelle GIORDANO
Principal, Lycée Henri IV
Journalist, President, «Cinéma pour Tous»
n With AFIP, L’Oréal has succeeded in creating a solidarity chain in favor of diversity in order to detect high potentials and mentor candidates.
n
For many years, our mission has been to
assist L’Oréal at the operational level in its objective to include people with disabilities within
its activities.
Our task with L’Oréal is to ensure that, in operational terms, the training and integration of
people with disabilities within the company is no
longer a «sideline» issue in the management of
human resources.
Carole DA SILVA
Founder 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 REBOUL
General 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 decades in favor of diversity through, and in particular by, enabling women to reconcile their professional careers and family lives. L’Oréal has
extended these measures to include working
fathers and has played an active part in enabling men to devote themselves more to family
life by backing the work of L’ORSE: «promoting
parenthood among male employees».
François FATOUX
General Delegate, «Observatoire de la Responsabilité
Sociétale des Entreprises»
Christian GRAPIN
Director, 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 HAMMOUCHE
Fondateur, 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
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.
n For the past three years, I have worked with
L’Oréal on introducing HR practices aimed at facilitating the recruitment and careers of seniors.
L’Oréal is the first company to have clearly mobilized efforts in favor of recruiting seniors by organizing an Employment Forum in 2008, where 10
firms and 200 senior professionals participated.
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 Arborus and presided by former minister Nicole Ameline, is to create a European and worldwide corporate 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 systems to ensure that they will be fairer.
Joelle IMBERT
Cristina Lunghi
Philippe HAYAT
Fondateur, «100 000 entrepreneurs»
Author, «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 LEFEVRE
President, «Café de l’Avenir»
n
Since a number of years now, we’ve established 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 within the company.
Patrick LOZES
Founder, President, Arborus
Nathalie MALIGE
President, 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 mobilized many of our subscribers and carried them
along with it.
From the commitment of its President to its operational 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 MALINBAUM
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 dayto-day basis. Large companies have a driving
role to play, and L’Oréal has understood that very
clearly.
Policy Officer for the European Commission’s General
Directorate for Employment, Social Affairs and Equal
Opportunities
n After working on the career management processes at a global level, I coached Jean-Paul Agon
and the Group’s directors on integrating and capitalizing effectively on all of L’Oréal’s talents, whatever their profile. Few CEOs have such a deep
curiosity, such a fine understanding of the stakes
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 encounter a real tool for equal opportunities.
Hafid RAHMOUNI
Director, Zy’Va
n Vision Enabler France has been working with
the L’Oréal group since May 2005 and is delighted with the leading role it has taken in France,
showing and staking out the path for other socioeconomic players in the country.
Hamid SENNI
Co-founder, Vision Enabler, a diversity consulting firm
President, AFMD
L’Oréal contributes to the development of
n
SMEs financed by Citizen Capital, an investment
fund dedicated to talented entrepreneurs experiencing difficulties in obtaining capital and networks,
by sharing competencies and implementing a
policy of supplier diversity.
Laurence MEHAIGNERIE
Co-author of the report «Les Oubliés de l’Egalité des Chances»
(a cornerstone of the Diversity Charter), President,
Citizen Capital
Catherine MAGNANT
President, «The Council Representative of Black Associations in France» (CRAN)
n Arborus and L’Oréal entered into a long-standing partnership on the issue of equality between
men and women. The sharing of common values,
common ambitions, to canvas and disseminate
in hand, and such clear personal involvement in
the challenge of transforming their companies at
a global level.
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 TAPIE
President,ESSEC Business School
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 integration 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.
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.
Arnaud PISSOT
Chenva TIEU
Consultant, Trainer in Diversity and the Fight against
Discrimination
President, Dauphine Management & Diversity Chair, Founder,
AFMD
33
L’Oréal and Diversities:
Commitment, Evaluation, Sharing
41, rue Martre - 92110 Clichy
www.bilandiversiteloreal.loreal.fr
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