Jérôme Tixier, Executive Vice-President Human Relations and Advisor to the Chairman.

Jérôme Tixier

Executive Vice-President Human Relations and Advisor to the Chairman
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Our Human Relations policy supports the group’s strategic priorities such as Universalisation, Sustainable Development and digital acceleration

Key figures Human Relations 2015

  • More than 5,000

    employees received digital training in 2015
  • 100%

    of employees have a minimum level of social protection(1)
  • 800,000

    LinkedIn followers
  • 31%

    of Executive Committee members are women
Watch the “Share & Care” video

L’Oréal “Share & Care”: objectives achieved

In 2013, L’Oréal made a commitment that by 2015 its employees would benefit from the best practices in social benefits. At the end of 2015, the main components of the programme have been rolled out in all countries with L’Oréal subsidiaries(1):
  • Protection in the event of death or permanent total disability, with payment of at least 24 months’ salary(2);
  • Reimbursement of at least 75% of medical costs for major risks;
  • Paternity leave of at least three days on full pay;
  • Maternity leave of a minimum of 14 weeks on full pay(2);
  • Flexible working time arrangements.
Watch the “Share & Care” video

Initiatives for quality of life in the workplace

Contributing to the professional and personal fulfilment of all employees by offering them an empowering and enriching work environment: this is the “Enjoy” pillar of the “Share & Care” programme. Each country is encouraged to develop its own initiatives.
  • Free health check-ups for employees in the United States.
  • Employees playing a console game in a leisure area of Turkey L’Oréal.
  • Group picture at the half-marathon in Lima in Peru.
  • Yoga classes during the Well-Being Week.
  • Accountant Aysegul.
  • An employee working from his home.
  • In the United States, 17 L’Oréal sites offer employees and close family members free health check-ups.
  • In Turkey, L’Oréal has created a relaxation and activities area (games, reading, etc.) where employees can enjoy breaks or meet up with each other.
  • In Peru, L’Oréal helped employees to run a half-marathon, with three-months’ physical training and nutritional advice.
  • In the Americas Zone, Travel Retail organises a Well-being Week every year, featuring sleep therapy and yoga workshops as well as self-massage lessons.
  • In Turkey, employees returning from maternity leave – like Aysegul, an accountant, for example – are given six personal coaching sessions.
  • In Germany, the “Flexi-work programme” covers working from home, the possibility of leaving work early at certain times of year, and “Flex-time” arrangements.
Watch the video interviews

Human Relations driving the group’s digital transformation

Introducing a digital culture at all levels of the company is a priority for the group, and Human Relations plays a major role in this task. First, by stepping up the integration of digital experts, with more than 300 people recruited in 2015. Second, by implementing a vast training programme, both classroom-based and online, to shift the whole organisation up a gear. In all, more than 5,000 people took advantage of the “Digital Upskilling Plan” in 2015.

Watch the interviews with Camille Kroely and Guillaume Da Mota.
Watch the video interviews

Meet L’Oréal talents

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    Yeonah Choi

    The autonomy and responsibilities given at very junior level are an aspect of L’Oréal’s culture that I have always appreciated. A boundary is often broken to focus firstly on the potential of a person rather than experience. More than other companies, Human Relations at L’Oréal are willing to take a bet on a person.
    Her career in three dates
    • Joined LANCÔME in South Korea in 1997
    • Became General Manager L’Oréal Luxe Thailand in 2010
    • Since 2014, General Manager Asia, Pacific Zone for KIEHL’S and SHU UEMURA
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    Delio Wellerson De Oliveira

    What I love at L’Oréal is the level of freedom and autonomy that we have. For me, the most important thing is to stay close to the business and listen to the teams at every level of the organisation. Even with the great results that we have been achieving so far, I always try to push my teams to be different, innovative and most of all agile.
    His career in three dates
    • 10 years’ experience in the pharmaceutical industry
    • Joined in 2000 as Sales Manager LA ROCHE-POSAY
    • Since October 2015, General Manager Consumer Products Division in Brazil
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    Stephan Arsenault

    I really appreciated having the flexibility to implement the right strategy with my team which resulted in the best commercial organisation that not only developed talents internally but was also recognised by our customers. At L’Oréal, we have the freedom to be visionaries and reinvent things while at the same time getting to work hard along with teams that share the same goals and ambitions.
    His career in three dates
    • Joined the Consumer Products Division in Canada in 2003
    • Took charge of the MAYBELLINE NEW YORK and GARNIER sales reorganisation in 2005
    • Since 2007, Sales and Marketing Director Consumer Products Division in Canada
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    Hugh Pile

    When L’Oréal commits to a cause, as it has wholeheartedly with digital, that cause is embraced entirely. Being part of the L’Oréal digital revolution has therefore been genuinely thrilling. We are encouraged to experiment, to test and learn, to innovate – and the speed of change in a company of our size is mind-blowing. Every day I learn new things, and as far as digital and beauty are concerned, the possibilities are endless!
    His career in two dates
    • 11 years’ experience in marketing and innovation
    • Joined in 2014 as Chief Marketing Officer, United Kingdom and Ireland
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    Klaudija Tomsic

    At L’Oréal, you act like an entrepreneur and you have a multifunctional approach to push forward the business. Our way of working is very collaborative; we have a strong exchange between different departments, from Marketing to Supply Chain, Finance, Business Intelligence and PR. This is a fantastic opportunity. The entrepreneurial approach and the curiosity for what is new are key drivers for me.
    Her career in three dates
    • Joined in 2002 as Key Accounts Manager, GARNIER and MAYBELLINE NEW YORK in Germany
    • Became Director of drugstore channel in 2012
    • Since 2014, General Manager Sales Consumer Products Division in Germany
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    Leslie Harris

    L’Oréal is not afraid to take risks and take chances on new people. This courage creates diversity and opportunities to bring forth new ideas and ways of working. The value that L’Oréal places on networking creates continuous opportunities to build one’s career, as well as to enhance personal development by meeting exceptional people.
    Her career in three dates
    • Joined KIEHL’S in 2005
    • Became Innovation Manager GARNIER Skincare in the United States in 2011
    • Since 2014, General Manager SKINCEUTICALS
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    Marcelo Zimet

    The group has a clear global strategy and we have the chance to adapt it at country level and execute the plans the way we believe is best. This responsibility and entrepreneurship spirit that drives us, allow us to go beyond our limits every day. The feeling that the company is willing to transform itself into a more agile, responsible and digital organisation is what really makes the difference for me.
    His career in three dates
    • 17 years’ experience in the consumer goods sector including marketing and General Management positions
    • Joined in 2012 as Customer and Business Development General Manager in Brazil
    • Since 2014, Country Managing Director, Argentina
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    Vishal Pandya

    At L’Oréal, we work in a dynamic entrepreneurial environment. Thanks to the group, I learned the power of determination and teamwork, while enhancing my self-discipline and self-motivation. The company encouraged me to embrace change by demonstrating and displaying open-mindedness to new ideas and proposals.
    His career in three dates
    • Joined in 1998 as Packaging Engineer in India
    • Worked with the Packaging and Development teams in France in 2003
    • Since 2011, Director of Product Development, Operations, Consumer Products and Professional Products Divisions, Asia, Pacific Zone
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    Wioletta Rosolowska

    I am convinced that FIT(3) played an important role in my motivation and integration to our company. This outstanding and unique programme in the market was the development experience for me. I am impressed by the diversity of cultures, genders, types and years of professional experience, and personalities within the company. The concept of diversity is truly lived.
    Her career in three dates
    • 20 years’ experience in media and marketing, including General Management positions
    • Joined in 2014 the General Management in Poland
    • Since mid-2014, General Manager, L’Oréal Poland
(1) Permanent group employees, excluding in some countries, holders of part-time contracts for less than 21 hours per week, beauty advisors and shop assistants; the integration of recent acquisitions and new subsidiaries is gradual.
(2) To be rolled out in South Korea in 2016.
(3) Fast Integration Track for Executives.