4.7.3 Information on employee well-being and retention
4.7.3.1 Policies
4.7.3.1.1 Work-life balance policy
L'Oréal places great emphasis on work-life balance through its Share & Care programme (see section 4.7.1.2.1). The aim is to enable all employees to enjoy major life events to the full while fostering a harmonious working environment. To achieve this objective, L'Oréal strives to:
- grant maternity, paternity, adoption and caregiving leave; and
- offer flexible working arrangements to improve work-life balance.
4.7.3.1.2 Training and skills development policy
L'Oréal firmly believes that collective success is driven by individual skills. It therefore offers employees training throughout their careers to help them evolve in a constantly changing environment. This policy, which is one of the components of the human relations policy, pulls on two levers:
- encouraging employees to take responsibility for their own training and development; and
- providing a personalised training experience, enabling employees to acquire and strengthen key skills.
The People Development & Learning department organises an annual series of strategic meetings with global, regional and local teams to identify priority skills and develop appropriate training programmes, which are then rolled out by human relations teams at the local level.
Actions are deployed to ensure the policy is being implemented satisfactorily and objectives are being achieved. These include two business reviews a year with the dozen largest countries, and a “Must-do dashboard” measuring the percentage of completion of the programmes identified. The policy is communicated to the People Development and Learning team and to the HR Leads in each country (via an initial e-mail giving details on metrics and a second e-mail dealing with budget plans and follow-up).
4.7.3.2 Action plans
4.7.3.2.1 Promoting work-life balance
To help employees achieve a work-life balance, L'Oréal has implemented a number of measures to enable them to balance their career with major events in their personal lives. These measures include:
- at least 14 weeks’ maternity/primary parent leave;
- “Schueller leave" (in France), which extends maternity (or primary parent) leave to 20 weeks, including four additional weeks where the company provides full pay. This leave can be taken in full when the baby is born, or in shorter periods up until the child's third birthday. The same applies to adoption leave;
- at least six weeks' paternity/secondary parent leave;
- at least one day of paid leave per year for family events (marriage, bereavement, etc.);
- at least three days of paid leave for caregivers;
- option to work remotely for up to two days a week subject to agreement with line management and provided it is compatible with team organisation.
These measures aim to support employees at each major event in their lives, with minimum guarantees in place for maternity, paternity and co-parenting leave, which are valid in all countries where L'Oréal operates. To be eligible for these benefits, employees must have an indefinite-term employment contract or a temporary employment contract with the Group for a term of at least 12 consecutive months.
4.7.3.2.2 Training employees and developing skills
L'Oréal's training activities are built around three main areas:
- 1. offering training that is essential for the Group's development: known as “Job Musts”, these training programmes are compulsory for employees taking up new positions. They ensure that all employees are equipped with the same foundations and methods, so that skills are aligned throughout the Group;
- 2. equipping employees with the skills of tomorrow: the aim is to enable employees to adapt to the transformations taking place in society, particularly in areas such as generative artificial intelligence, data and sustainability. These training courses are offered through L'Oréal University, which all employees have access to; and
- 3. providing personalised training: as part of the CONNECT process, employees meet regularly with their manager to set objectives and assess their progress. Supported by the new centralised ONE LEARNING platform, this personalised approach allows all employees to build a development plan that is tailored to their own needs and aspirations.
In addition to these personalised training programmes, the training teams carefully monitor employee participation in compulsory training courses using specific dashboards and e- mail reminders.
