Loreal 2014 Annual Report Download - page 52

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HUMAN RELATIONS
TALENTS IN EVERY PART
OF THE WORLD
The recruitment and development of tal-
ented local individuals is a priority for
L’Oréal. As role models for candidates in
their countries, they raise the profile of the
group and make it more attractive, and
play a key role in the understanding of
markets and consumers.
SOCIAL PERFORMANCE
ATTHE HEART OF HUMAN
RELATIONS
“L’ORÉAL SHARE & CARE”: This programme
is driving social progress by enabling all the
group’s employees to benefit from the best
social guarantees available in each coun-
try by 2015. The determined efforts of our
teams led to impressive advances in 2014
(see page 51).
TRAINING FOR ALL: To make sure every-
one can access career development
opportunities through training, Human
Relations launched the new My Learning
portal this year. It offers more than
4,000online learning resources and is
already a major success, with more than
70,000hours of training recorded in 2014. s WATCH THE VIDEO TESTIMONIALS
by scanning this page with
the L’Oréal Finance app
33%
OF EXECUTIVE
COMMITTEE MEMBERS
ARE WOMEN
60%
OF KEY COUNTRY POSTS
ARE HELD BY LOCAL
TALENTS
(1)
(1) Key group posts with countrywide
responsibility.
Supporting
the New L’Oréal
L’Oréal is founded on a strong commitment to placing individuals
at the heart of its concerns. Based on the ability to detect potential and develop
individual talents, our Human Relations division continues to further
this policy, which can also be adapted to meet new challenges,
actively supporting the group’s growth momentum. L’Oréal’s Universalisation
strategy means that we are intensifying our recruitment of talented individuals
withhighly diverse profiles worldwide. An increasing number of them
are local talents, who are close to our consumers and their cultures.
JÉRÔME TIXIER
EXECUTIVE VICE-PRESIDENT HUMAN RELATIONS
AND ADVISOR TO THE CHAIRMAN