Loreal 2013 Annual Report Download - page 30

Download and view the complete annual report

Please find page 30 of the 2013 Loreal annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 96

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96

What does human capital
represent for L’Oréal?
It is a strategic intangible asset,
andatruly long-term competitive
advantage, alongside the brands,
governance and Research. Ever since
the group was founded, its innovation
culture has stressed the value of
personal development, and
individuals take precedence over
structures. This vision has never
changed. Today more than ever it is
based on detecting the potential of
individuals, and the art of guiding their
development inside the organisation,
while passing on to them the
essentials of the “L’Oréal culture”:
thefounding values, a unique model
of innovation and dialogue between
marketing and Research, and
anentrepreneurial spirit honed by
acontinuous training process.
How are the vision and the
“L’Oréal culture” passed on?
Our strength is that we know how
todevelop “flotillas” of managers,
experts and employees, all
converging towards the same
objective, thanks to a shared vision
and culture. Our ability to produce
senior managers internally is widely
recognised, and we do this by
combining a highly active mobility
policy with talent evaluation, to steer
the group for the long term. Sharing
the company’s strategic vision and
culture plays a central part in the
support provided for individuals with
high potential. Each year, a number
of seminars are held to train
managers in a common language.
For example, the “L’Oréal Insight”
programme brings together some
230 employees from all over the
world for training at CEDEP, our
corporate university, and the “Senior
Executive Forum” enables some forty
senior managers to swap ideas
about strategy with the Executive
Committee.
How does Human Relations
support the universalisation
strategy?
Our main challenge in supporting
universalisation is to develop local
talents and enable them to take up
Because women and men are at the heart of L’Oréal, the group has a long-term
policy of developing its human capital, a crucial vector for universalisation
and for building the L’Oréal of tomorrow.
⁄ HUMAN CAPITAL
AT THE HEART
OF L’ORÉAL
JÉRÔME TIXIER
EXECUTIVE VICE-PRESIDENT
HUMAN RELATIONS
ANDADVISOR TO THE CHAIRMAN
Training plays a key role in sharing the vision
and the “L’Oréal culture”.
MORE THAN
44,900
EMPLOYEES TRAINED
IN 2013
28
BEAUTY IS
UNIVERSAL