2024 universal registration document

2. Corporate governance

The Board of Directors also has discretionary powers to adapt the remuneration policy if unforeseeable or exceptional circumstances so justify. For example, the recruitment of a new corporate officer under unforeseen conditions might require the temporary adaptation of certain existing remuneration components or the proposal of new ones. In this case, the Board of Directors would take into account the experience, expertise and remuneration of the executive concerned in order to propose extraordinary remuneration that may not exceed the amount of the benefits he or she would have had to relinquish by leaving his or her previous role.

It might also be necessary to amend, subject to compliance with the limits determined in the remuneration policy, the performance conditions governing the vesting of some or all of the existing remuneration components in the event of exceptional circumstances resulting from a significant change in the Group’s scope following a merger or sale, the acquisition or creation of a significant new business activity or the elimination of a significant business activity, a change in accounting policy or a major event affecting the markets and/or L’Oréal’s major competitors.

The Board of Directors makes its decisions on the recommendation of the Human Resources and Remuneration Committee and, when necessary, after obtaining the opinion of an independent consultancy firm.

It is specified that any such derogation may only be temporary, pending approval of the amended remuneration policy by the subsequent Annual General Meeting, and would be duly documented.

Clawback mechanism

To the extent permitted by law, in the event of an accounting fraud where the Chief Executive Officer was aware of the situation and the financial statements had to be restated, on the recommendation of the Human Resources and Remuneration Committee, the Board of Directors would reserve the right to (i) reduce or cancel any unvested performance shares or amounts of annual variable remuneration due, (ii) demand, within a period of three years, repayment of all or some of any annual variable remuneration paid, and/or (iii) seek damages.

2024 WORK SCHEDULE OF THE HUMAN RESOURCES AND REMUNERATION COMMITTEE CONCERNING THE REMUNERATION OF CORPORATE OFFICERS

February 2024
  • Recommendations on the remuneration of corporate officers for 2023:
    • assessment of the Chief Executive Officer’s variable annual remuneration for 2023 following a review of financial and non-financial results;
    • draft Say on Pay ex-post resolutions.
  • Long-term incentive plan:

    • recognition of the performance levels achieved for the expiring 2020 Plan for the Conditional Grants of Shares (ACAs).
  • Presentation of the 2024 study on the remuneration of corporate officers:

    • panel, balance and structure of remuneration, link between performance and remuneration.
  • Recommendations concerning the 2024 remuneration policies:
    • applicable to corporate officers (Chief Executive Officer and Chairman of the Board of Directors); 
    • review of draft resolutions.
April 2024

Report on investor meetings on the remuneration policies for corporate officers

June 2024

Initial report on the 2024 General Meeting season and analysis of issues relating to the remuneration of corporate officers

October 2024
  • 2024 ACAs Plan:

    • proposed award for the Chief Executive Officer, with application of non-financial performance conditions.
  • 2025 remuneration policy:

    • considerations in relation to the revision of the remuneration policy for the Chief Executive Officer.
December 2024

2025 remuneration policy:

  • review of issues raised following initial discussions with investors and proxy advisors;
  • analysis of the benchmarking panel and the study on the Chief Executive Officer’s remuneration with the assistance of the consultancy firm Mercer;
  • review of the broad guidelines for revising the remuneration policy of the Chief Executive Officer.