Louis Vuitton 2006 Annual Report Download - page 63

Founded in London in 1999, LVMH
House, a management and innova-
tion center specifically dedicated to
the development of Group execu-
tives, offers forums focused on glo-
bal strategic issues such as leader-
ship, new technologies, innovation,
creativity and the art of developing a
luxury brand. LVMH House has welco-
me more than 2,000 participants
since it opened.
Share the vision
and best practices
INVEST IN A SOCIALLY RESPONSIBILITY POLICY
LVMH and each of its companies are evolving
within a multi-cultural context. We share the luxury
of our products with customers throughout the
world. This diversity is, therefore, both its treasure
and its asset. Thus, for many years, each brand
works to recruit and develop the best internatio-
nal talents in order to appreciate cultural sensiti-
vities and make this a competitive advantage.
This search for the mutual enrichment generated by
different cultures, origins and skills is the founda-
tion of the diversity policy developed by the Group.
EQUAL OPPORTUNITY IN FRANCE AND ABROAD
As a signatory of the Global Pact and the French
Charter of Diversity and the Chart of Business
Commitment to Equal Opportunity in Education,
LVMH organized an awareness seminar and a
corporate social responsibility convention for the
Group's Departments of Human Resources in 2006.
Global Social Responsibility reporting has been
implemented and working groups have been formed
in order to expand initiatives in the Group's compa-
nies in 2007.
Respectful of human rights and equal opportu-
nityin the spirit of the International Labor Orga-
nizationthe companies of the LVMH group,
without discrimination of any kind, offer each
person the opportunity to achieve his or her profes-
sional aspirations.
AN ACTIVE POLICY TO ASSIST YOUNG PEOPLE
On June 9, 2005, LVMH signed the Apprentice-
ship Charter in which the Group made a commit-
ment to increase the number of apprentices by 20%
in two years, to respect the diversity of French
society in recruiting, to develop a tutorial system
and increase collaboration between training organi-
zations and the companies in order to improve the
qualification of young workers.
In 2006, 185 apprentices in work-study programs
were welcomed in all the Group's companies in
France. The LVMH companies were also the driving
force behind the creation of several academic
programs in the regions in which they are present.
Louis Vuitton developed a post-baccalaureate trai-
ning program for leather workers with the Lycée
dIssoudun.
In Saint-Jean-de-Braye (near Orléans) in 2006,
Parfums Christian Dior conducted several presen-
tations of the cosmetics businesses in high schools
and plant visits for young students. Since 2003,
as part of its investment in youth training and
employment, Parfums Christian Dior has developed
a close partnership with the apprentice training
center at the Institute of Health Product Businesses
and Technologies (IMT) in Tours in order to deve-
lop and train young workers as cosmetics makers,
packaging agents and quality technicians. This
program prepares for the future by giving the
apprentices solid qualifications.
WOMEN IN THE GROUP
Women make up over two-thirds of the workforce.
This large proportion is partly due to the nature
of the LVMH businesses, with their strong presence
in fashion, perfumes and cosmetics and the distri-
bution of luxury products. However, this is not the
only reason, and the Group's desire to see women
in all jobs and at all levels is reflected in a deliberate
policy: in 2006, 75% of the new employees were
women. Women represent 87% of the employees at
Sephora, and 80% at Parfums Kenzo. In the Group
as a whole, one out of two managers is a woman.
Women represent 28% of executive committee
members, and six companies of the Group are led
by a female President: Veuve Clicquot Ponsardin,
Fred, Montres Dior, Parfums Kenzo, Emilio Pucci
and Acqua di Parma.
SUSTAINABLE DEVELOPMENT
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