Loreal 2013 Annual Report Download - page 93

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constant vigilance. It is based on
professionalism and an ethical
approach in our dealings with
suppliers, customers and bankers,
and on the fairness and transparency
of our financial communication
toinvestors, shareholders, market
authorities and rating agencies.
How did L’Oréal enrich
its brand portfolio in 2013?
The group has made several strategic
acquisitions, the result of interaction
between the legal, economic affairs
and acquisitions departments, and
the divisions, carried out on the basis
of strict financial, operational and
prudential criteria. These operations
have complemented the divisions’
brand portfolio andstrengthened
L’Oréal’s presence inthe New
Markets. The highlights in2013: the
acquisitions of DECLÉOR and CARITA in
Western Europe, CHERYL’S COSMECEUTICALS
in India andINTERBEAUTY in Kenya,
theacquisition of a majority stake
inEMPORIO BODY STORE in Brazil
andtheacquisition project of
Magic Holdings inChina (see section
“Strategic acquisitions”, pages 22
and 23).
Sustained investments in
connectivity and modernity
The Information Systems department works alongside
the operational teams to develop technical infra-
structures and tools to ensure operational excel-
lence. In 2013, a worldwide programme to optimise
employees’ work environments was launched. Its
objective? To facilitate interaction and collaboration
via instant remote communication services, a
collaborative internal network and improvements in
the connectivity and mobility of all equipment. In the
field of digital marketing, two programmes with
worldwide scope have been rolled out: the renewal
of technologies for the brand websites in the United
States, and the launch of an important relationship
marketing initiative in Europe.
At the Grands Prix de la Transparence awards,
L’Oréal won the Large Caps Grand Prix for
itsfinancial communication, and the Grand Prix
for its Registration Document.
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