Estee Lauder 2015 Annual Report Download - page 9

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from the Estée Lauder brand, blends content and commerce to tell the Estée Lauder brand story in
a fresh modern way, while providing consumers with an educational and shoppable experience.
This is just one example of the new ways our brands are reaching consumers with strategic brand
storytelling in the digital space. We are also enhancing our ability to reach our consumers
seamlessly and globally, and finding them where they want to shop. A wonderful example of this
is the opening of a M·A·C freestanding store in Manaus, Brazil, located in the Amazon rainforest.
Within its first two months of opening, the store exceeded sales expectations by more than
threefold, delivering fun, on-trend products and services to consumers and fans of M·A·C in this
tier three city.
This fast-evolving environment requires the best creative thinkers and flexible leadership.
Innovative ideas come from everywhere and everyone in our organization. It starts with our
adventurous leaders, who constantly explore new ideas—a mindset that enthuses our entire
Company. Often the very best ideas are those created by employees who see an opportunity, put
their hand up and say, “Let’s try it.” We encourage our employees to push the envelope and think
differently because it sets us apart from our competitors.
From our newest employees of the Millennial generation to our most seasoned senior executives,
we focus on creating a workplace that encourages continuous learning and adaptation. This is
critical to our abilities to create trends, anticipate change and swiftly adapt to the shifting needs
and demands of our global business. This strong focus on education helps ensure that we build
the next generation of leaders for our Company. Over 9,000 employees participate in learning
opportunities offered by The Estée Lauder Companies each year, and even more have access to
tools that can enhance their knowledge and experience.
Our business of beauty is rooted in aspiration. Not only do we help shape the hopes and desires
of our consumers, but we also shape our own ambitions as well. We are determined to be the
best in prestige beauty. We aim to be the best employer. And we aspire to operate sustainably
and responsibly at all times.
As I stated in our most recent Corporate Responsibility report, we understand that our global
growth is built on the trust our consumers place in our extraordinary brands, High-Touch services
and beautiful, safe and effective products. And they trust us to care for the environment and for
all those in our value chain who help make our brands so inspiring. That confidence stems from
the science behind our performance and the family values we live every day.
The integrity of what we do rests in who we are. This shines through in our corporate and brand
philanthropy. The success of the M·A·C AIDS Fund, the Breast Cancer Awareness (BCA)
Campaign and the Aveda Earth Month program are just a few examples of how our consumers,
brands and employees unite as a force for change. I am especially inspired by our employees
who are so passionately involved in many of our philanthropic platforms.
THE EST{E LAUDER COMPANIES INC.