Diversity is a priority
Our teams
Our people
L’Oréal’s ambition is:
• to reflect, in its teams and at every level, the diversity of its clients (in terms of nationality, ethnic or social origin, age...), coherently with its employment pools,
• promote the access of women to high-responsibility position and a better gender equity in jobs,
• to promote work for disabled people,
• to accumulate skills and capitalise on the experience of its employees, taking advantage of the cultural diversity of its teams, extending careers and making use of experience.
The principles behind the Group’s action:
• respect for its requirement for excellence in terms of its core competencies and individual performance,
• attract candidates from outside its usual talent banks and identifying diversified profiles which will bring new perspectives,
• focus on a managerial culture which fosters the inclusion of all employees and capitalise team diversity.
L’Oréal has decided to focus its action on six priority points:
• nationality,
• ethnic origin,
• social origin,
• gender,
• disability,
• age.
The Group is active in the following five areas:
• training on diversity,
• recruitment and inclusion,
• career management,
• communication.
Diversification of sourcing:
The Group has established multiple partnerships in France, in the USA, Latin America and in South Africa with several Universities, associations and recruitment agencies involved in diversity.
These partnerships enable us to gain access to various candidates of different backgrounds.
The Group also takes part in varied recruitment forums dedicated to candidates from minority groups or dedicated to women.
Diversity Training for managers:
Since the end of 2006, a specific diversity training program is being rolled-out to 8000 managers in Europe (over 32 countries). This training aims to involve, give responsibility to and help managers in implementing the Group’s diversity policy. This training at European level joins the training that has been underway in the USA for two years where more than 2000 have already been trained.
Diversity and Social Cohesion Observatories:
Since 2006, 23 Diversity and Social Cohesion Observatories have been set up in France. They are comprised of staff representatives, members of the personnel department and volunteer employees. Their objective is to promote respect for diversity and non-discrimination in the field, implement initiatives and follow-up on them. The group process involves meeting to share information regarding the measures implemented to fight all forms of discrimination, to promote diversity and equity. The implementation of Observatories on an international level has already begun in various European countries.
Some Results:
At L’Oreal, at international level, 54% of managers are women. They account for 34% of the members of the management committees . 53% of managers promoted in 2006 were women.
In the Group, there are 112 different nationalities and 60% non-French people are members of the management committee.
In the USA in 2005, minorities represented 19.8% of all managers and 33% of all employees. In South Africa, 51% of managers are “PDI” (Previously Disadvantaged Individuals).
L’Oréal’s ambition is:
• to reflect, in its teams and at every level, the diversity of its clients (in terms of nationality, ethnic or social origin, age...), coherently with its employment pools,
• promote the access of women to high-responsibility position and a better gender equity in jobs,
• to promote work for disabled people,
• to accumulate skills and capitalise on the experience of its employees, taking advantage of the cultural diversity of its teams, extending careers and making use of experience.
The principles behind the Group’s action:
• respect for its requirement for excellence in terms of its core competencies and individual performance,
• attract candidates from outside its usual talent banks and identifying diversified profiles which will bring new perspectives,
• focus on a managerial culture which fosters the inclusion of all employees and capitalise team diversity.
L’Oréal has decided to focus its action on six priority points:
• nationality,
• ethnic origin,
• social origin,
• gender,
• disability,
• age.
The Group is active in the following five areas:
• training on diversity,
• recruitment and inclusion,
• career management,
• communication.
Diversification of sourcing:
The Group has established multiple partnerships in France, in the USA, Latin America and in South Africa with several Universities, associations and recruitment agencies involved in diversity.
These partnerships enable us to gain access to various candidates of different backgrounds.
The Group also takes part in varied recruitment forums dedicated to candidates from minority groups or dedicated to women.
Diversity Training for managers:
Since the end of 2006, a specific diversity training program is being rolled-out to 8000 managers in Europe (over 32 countries). This training aims to involve, give responsibility to and help managers in implementing the Group’s diversity policy. This training at European level joins the training that has been underway in the USA for two years where more than 2000 have already been trained.
Diversity and Social Cohesion Observatories:
Since 2006, 23 Diversity and Social Cohesion Observatories have been set up in France. They are comprised of staff representatives, members of the personnel department and volunteer employees. Their objective is to promote respect for diversity and non-discrimination in the field, implement initiatives and follow-up on them. The group process involves meeting to share information regarding the measures implemented to fight all forms of discrimination, to promote diversity and equity. The implementation of Observatories on an international level has already begun in various European countries.
Some Results:
At L’Oreal, at international level, 54% of managers are women. They account for 34% of the members of the management committees . 53% of managers promoted in 2006 were women.
In the Group, there are 112 different nationalities and 60% non-French people are members of the management committee.
In the USA in 2005, minorities represented 19.8% of all managers and 33% of all employees. In South Africa, 51% of managers are “PDI” (Previously Disadvantaged Individuals).