LOREAL_Registration_Document_2017

3 L'Oréal’s corporate social, environmental and societal responsibility* L’ORÉAL’S CORPORATE SOCIAL, ENVIRONMENTAL AND SOCIETAL POLICIES

The Digital Upskilling programme relies systematically on three educational principles: contributing new knowledge in terms of vocabulary, best s practice, and academic content; connecting with the external world: immersion activities with s digital agencies, consumer interviews; practical application during work sessions: workshops that s allow action plans to be prepared in order to integrate digital technology into the different businesses lines. Since 2015, the programme has involved more than 15,500 employees. Online training represents 20% of this programme's hours. 2017 is the first year of implementing the Group's Simplicity project, based on cooperation and trust and on flexible and effective teams. The aim has been to involve the management teams in this project as part of a training programme called LeadEnable for Simplicity, which lasts for 2.5 days. The programme has already led to 3,700 managers receiving training in 2017. Using 360° evaluation and joint development meetings, this training aims to share a new management vision. The 2018 target is to continue to roll out this programme worldwide. L’Oréal ensures the global consistency of its main programmes and their suitability for the needs of each geographic zone thanks to an international network of Learning managers. The local teams contribute to the preparation of new Learning offerings with a principle of co-development. These training programmes are essential to understanding the Group’s strategy and building a feeling of belonging by developing both an internal and international network. The training is structured into fields of expertise (marketing, commerce, research, operations, management, personal development, etc.).

Employees benefit from two annual individual interviews with their manager, one of them being dedicated to identifying development needs. Personal training paths are built on the basis of these discussions, with the help of the Learning managers. Employees then have access to a comprehensive set of development resources offering a mix of in-room training, training videos, digital and social experiences and coaching in the work situation. They can thus build their own training experience, while sharing their practices with colleagues all over the world. Finally, all the training actions include a system of assessment which makes it possible to measure the impact on performance and managerial skills. L’Oréal’s training policy rewarded In 2017, L’Oréal received the technology excellence award from Brandon Hall group for the best company university strategy, rewarding the successful integration of training as part of the Group's transformation process. The Brandon Hall group HCM ( Human Capital Management ) excellence awards programme is the most prestigious in the industry. Often called “Academy Awards” by the professional, talented management executives being trained, this programme, launched in 1994, is the first of its kind in the learning industry. The Group received two other awards: the “U-Spring - Printemps des Universités d’Entreprise” - s rewarding L’Oréal for being the “perfect example of the learning company”; the “Victoire des Leaders du Capital Humain” (VLCH) award s emphasising our HR engagement with the "Learning for all" programme.

NUMBER OF EMPLOYEES TRAINED IN 2017

Western Europe 24,524 564,395

North A merica 10,184 230,775

New Markets 30,909 920,528

Global 64,617

Number of employees trained

Training hours

1,715,698

NUMBER OF TRAINING HOURS

1,715,698

1,530,311

1,416,226

2017

2015

2016

REGISTRATION DOCUMENT / L'ORÉAL 2017

142