Loreal 2013 Annual Report Download - page 9

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⁄ THE
CHALLENGES
OF TOMORROW
L’ORÉAL HAS JUST MADE A NEW SET OF SOCIAL AND
ENVIRONMENTAL RESPONSIBILITY COMMITMENTS FOR
2020. WHAT CHANGES CAN WE EXPECT AS A RESULT?
This is a project that is very close to my heart. The new
commitments form part of an ambitious programme
we call “Sharing Beauty With All”. They will help us
completely rethink the way that we design and make
our products, and how we communicate about them.
We are committing ourselves, for example, to ensuring
that 100% of our products will have an environmental
or social benefit by 2020, in other words, their impact
will be improved compared with today. This is a really
major change, establishing a new paradigm for our
brands. “Sharing Beauty With All” is a global
programme which includes commitments not only in
sustainable innovation, production and consumption,
but also in terms of relations with our employees, our
suppliers and the communities around us. We believe
not only that respect for strong ethical principles and
the ability to serve the public interest will make a real
difference in the 21st century, but also that the resulting
transformations will have a positive impact on the
company in economic terms.
HOW DO YOU SEE L’ORÉAL DEVELOPING OVER
THE COMING YEARS?
L’Oréal is going to continue its remarkable adventure
as it strives to fulfil its mission: to offer the best in beauty
to all women and men worldwide. This is a noble,
useful and thrilling mission. The group is underpinned
by ambitions and aspirations that are perfectly
complementary. The ambition of reinforcing our
positions in all regions of the world, by responding to
the emergence of middle classes all over the planet
who are eager for modern, high-quality beauty
products. The aspiration to deserve the trust of our
consumers and civil society by being an exemplary
company when it comes to ethics and social and
environmental responsibility.
Adaptabilityis one of the
group’s great strengths. A New
L’Oréal is emerging, and it is
well equipped to continue its
mission – beauty for all –
byapplying its universalisation
strategy, and to pursue its
quest for one billion new
consumers. In 2013, we added
several new cornerstones to
help build the New L’Oréal:
wechanged our organisation,
continued to rethink our
marketing models, and made
ambitious new commitments
in terms of corporate
responsibility.
Why did you decide to
further develop the
group’s organisation?
To make the group more agile,
more efficient and better
adapted to our universalisation
strategy. We have thus grouped
together the selective divisions
– L’Oréal Luxe, Active Cosmetics,
Professional Products and
THE BODY SHOP– under the same
leadership, sothey can share
their expertise and their best
practices more effectively.
Atthe same time, we have
organised the global market
into eight major homogeneous
strategic regions and localised
the management of distant
regions. This means we can
beeven closer and more
attentive to our consumers’
aspirations. And I am certain
this will really boost
ouruniversalisation strategy.
Universalisation, the strategy
we have chosen for the group,
is globalisation that respects
differences.
07