Louis Vuitton 2011 Annual Report Download - page 116

LVMH 2011

Talent
06 / 24
STAFF TRAINING
AND DEVELOPMENT
In 2011 the Group made an even greater
commitment to management training,
especially in leadership development.
New online training programs broad-
ened the reach of this investment and
helped increase the amount of manage-
ment training oered regionally. The year
also saw the implementation of a new
training module called “Inspiring
Entrepreneurs.” An initial intensive and
innovative module was held in Shanghai, a
-)(ǁ.))%ǁ*&ǁ#(ǁ,#-ǁ#(ǁ,&3ǁŲŰűŲǁ
and a third in New York in May.
In addition to the Senior Executive
forums that have been held for many
years at LVMH House in London and
regional forums in San Francisco, New
York and Hong Kong, in 2011 forums were
held for the first time Shanghai, Moscow
and Tokyo. This unprecedented eort ena-
bled us to almost double the number of
executives able to attend such sessions.
In total more than 400 managers repre-
senting more than 30 brands and 30 coun-
tries attended these 16 forums, reaping
substantial benefit from world-renowned
experts and managers.
All regions registered a significant
increase in training activities, particularly
Asia, with an increase of more than 70%,
and the United States, where the number
of Leadership and Management training
sessions increased from 165 to 500. New
programs on understanding luxury were
also introduced in Asia to make the inte-
gration of new managers even more eec-
tive. A program with the same goal was
also set up in France, led by some dozen
experts and entitled “360o of Luxury.”
IMPROVING
THE GENDER BALANCE
Gender diversity is an integral part of
LVMH culture. Women account for more
than two-thirds of the total workforce,
more than half of all managers and 35% of
Management Committee members.
The Group has been striving for several
years to promote this culture of gender
equality within its organizations, functions
and regions so that it is easier for women
to move into management positions.
Numerous initiatives have been set up to
achieve these goals, covering all aspects of
our Human Resources policy. Specifically,
gender equality must be considered
when filling key positions or recruiting
managers, providing access to training or
creating networks. In 2011 LVMH also
launched a mentoring scheme for women.
Maisons within the Group have their
own corporate agreements regarding gen-
der equality in the workplace, such as
provisions for working conditions, salaries
and career development, as well as for
improving the balance between private
and professional life, particularly when it
comes to male parenthood.
AN ATTRACTIVE EMPLOYER
In 2011 LVMH was twice named
“employer of choice” in France:
once by the Universum Institute, which
ranked LVMH as the employer of choice
among students of French business
schools for the sixth consecutive year, and
once by the firm Trendence, which
awarded the Group first prize in the same
category for the third consecutive year.
This recognition led to LVMH being
awarded the prize for “most attractive
In 2011 training investment totalled
69.8 million euros, up 13% compared
to 2010, representing an average of
760 euros per sta member or 2.5%
of payroll, excluding incentives and
prot-sharing worldwide.
65% of our employees or almost
57,000 people attended at least
one training session in 2011.
The average number of training days
was 2.5 days per employee.
In 2011 the total number of training
days was 227,500, equivalent to
approximately 990 people in full-time
training for the entire year.
France:
26.3 M€
3.2% of payroll
Rest of Europe:
12.1 M€
2.0% of payroll
United States:
11.3 M€
1.8% of payroll
Japan:
5.8 M€
2.6% of payroll
Rest of Asia:
12.2 M€
2.7% of payroll
Other markets:
2.1 M€
2.1% of payroll
TRAINING INVESTMENT