Vision Loreal Inclusion and Diversity

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CEC 06/2007
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Our convictions

• Diversity is in the heart of the activity of
  LOréal. The appearance and physical features of
  each person are unique, with differences that
  include age, skin and hair type.
• Our job, cosmetic, rests it on the respect of
  these differences and our capacity to satisfy
  these aspirations thanks to the variety of our
  marks.

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LOréal diversity
Film
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Diversity a performance lever
Diversity allows us to be a
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Our principles for action plan
Managing diversity at LOréal lies in our
capacity to

• Attract candidates from outside our usual talent
  banks
• Respect our requirements for excellence in terms
  of our core competencies and individual
  performance
• Focus on our managerial culture in order to
• Foster the inclusion of all our employees
• Capitalise on team diversity and multiculturalism

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Our 6 priority dimensions
Nationality
Gender
Anticipating and integrating our clients
expectations
Heightening creativity and innovation
Attracting and retaining talent
Ethnic origin
Social origin
Highlighting the Groups citizenship dimension
Disability
Age
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Age

• Diagnosis
• Objectives
• Identify what  to be a senior  means at
  LOreal who and how many they are, how they are
  perceived and managed (career, compensation,
  training...).
• Identify development axes (recruitment, training,
  mobility) to better capitalize on senior people.
• Methodology
• France 2006 11ku collaborators
• Quantitative analysis focusing on gt46 years old
• 30 face to face interviews
• RH managers, international brand managers, middle
  managers, collaborators.
• 2 focus groups
• Senior and non-senior collaborators and managers.

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Age

• First key learnings
• They are mainly
• Women (60 of senior people).
• Non-managers (over 70 of senior people).
• On industrial jobs at LPD and CGPD divisions.
• - Average retirement age 62 (vs 57 national
  average)
• The perception of senior people appears to be
  quite neutral.
• They benefit from respect but they could be
  even more valorized.
• They seem to be treated quite fairely vs. in
  other companies
• They are still recruited (1.6 of total
  recruitments) and benefit from bonus.
• Although they are less trained (31 of
  collaborators over 55 years old trained vs 100
  of collaborators under 30),
• and less mobile than younger collaborators (focus
  on 35-40 years old).

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Our 5 action levers
Diversity Management Diagnosis/Measurement
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Recruitment and integration Diversification of
talent pools
Recruitment forum
Campus scholarship, internship, job

• NY Coallition of 100 Black Women

• SoftsheenCarson Scholarship

• Promotion des Talents

• HBCU

• CEMS

• Sciences Po L. America

• Insead

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Recruitment and integration Diversification of
talent pools
March 6th 2007

• 19 corporations

• 200 graduates
• gt visible minorities
• gt disadvantaged areas
• gt disability

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Recruitment and integration Diversification of
talent pools
Film
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TrainingDiversity at Oréal, the beauty of
difference

• Creation launch in 2006
• Over 8000 managers trained
• in 1st phase (2006 -2008)
• 32 countries in Europe
• 2 days

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Management

• To develop the attitudes and
• the actions of the managers
• in favour of diversity
• -gt within their team,
• -gt within the group.
• Impact on the other criteria
• of evaluation
• -gt complexity manages,
• interacts with effectiveness,
• innovates

LEADS WITH HUMAN SENSITIVITY Acts
with repect Develops people ( team
managers ) Develops teams ( team
managers )
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Committees of diversity and social cohesion

• 22 committees in France
• -gt Promote diversity and anti-discrimination
• -gt Action plan and monitoring
• 164 members
• -gt Staff representatives
• -gt HR managers
• -gt Voluntary collaborators
• gt International development from 2007 Spain,
  Belgium

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Communication
Internal Graphic charter LOréal en
Direct Discovery New media External Internet
Sustainable development report Annual
report Conferences / roundtables Targeted
media Community
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