2021 UNIVERSAL REGISTRATION DOCUMENT

BREAKDOWN BY GEOGRAPHIC ZONE

In order to meet its ambition of learning for all, the Group is committed to a “Next Learning” transformation programme. This consists of maximising the impact of learning initiatives, by simplifying and adding value for all subjects possible. There are four core pillars to this challenge:

1. Prioritising key skills by ensuring that more than 90% of the target for “must-do” programmes is met. The aim of these programmes is to provide employees at different levels with the essential skills they need to excel in their work and to lead the Group’s major transformations;
2. Making employees the drivers of their own development, with the goal that at least 50% of the overall learning hours come from self-directed learning offers;
3. Measuring the impact of all training programmes with a target of achieving a training impact score of at least 80/100 points. This score is evaluated by the participant after each training session; and
4. Optimising the training organisation and modernising the training methods in order to train more and train better, by investing in the excellence of the Learning Community.

In order to anticipate these critical skills, the Learning Departments of our Divisions and Business Lines work in close collaboration with their Operational Departments. This planning work establishes upskilling roadmaps for different areas of expertise and identifies the most suitable learning solutions to meet those needs.

The Learning Departments of the Zones have a critical role in the activation of these solutions and participate in creating regional offers adapted to the specific features of their zone.

The Zones rely on regional campuses to ensure the large-scale deployment of all solutions. These campuses have unique know-how in terms of designing and delivering remote learning programs that fully engage the participants.

A learning offering transformed by technology

Employees training forms part of a comprehensive EdTech (education technology) ecosystem that makes use of digital content providers, interactive animation solutions, or unique learning experiences. In 2021, the Group turned to new learning content providers (LinkedIn Learning, TED@Work, Busuu) to further enhance its existing online offering and to prepare for the launch of a fully revitalised learning experience in 2022.

In 2021, due to developments in the public health landscape, the total number of training hours from remote and micro-learning formats was lower than in 2020, but still well above 2019 levels, indicating that new digital learning habits are here to stay.

• MyLearning.com, the Group’s e-learning platform, counted over 66,000 regular users⁽¹⁾ (- 2.6% vs 2020, but +16.8% compared to 2019) representing nearly 540,000 hours of e-learning (- 7.9% vs 2020, but 2.5 times higher than in 2019).
• In 2021, over 2,700 employees registered for the MOOC (Massive Open Online Courses) from Coursera, with a very high certification rate of 43% representing more than 17,000 hours of learning.
• The functionalities of the Microsoft Teams platform enabled the Group to set up live remote learning sessions totalling more than 1,000,000 training hours (i.e. +8% compared to 2020).

These technologies also helped us to reach more target employees more quickly: Marketing Media Week, for example, attracted nearly 5,000 participants from around the world.

Accreditation and rewards for L’Oréal’s learning strategy

After a 6-month evaluation process, the European Foundation for Management Development (EFMD)⁽²⁾ awarded L’Oréal with the CLIP⁽³⁾ accreditation for a period of 5 years for all the activities delivered by the L’Oréal University Leadership & Culture.

In 2021, the Learning France teams won second place in the “Victoires des Leaders du Capital Humain” (Human Resources Leaders Awards) organised by Décideurs magazine for the following initiatives:

• in the professional training category: for the “Learning Never Stops” campaign;
• in the Leadership & Management category: for its strategy to support hybrid working for managers and employees;
• in the international human resources category: for its “Licence to Develop” workshop on the role of the manager as a “people developer”.

4.3.2.4. Creating conditions for a stimulating and attractive work environment

The L’Oréal Share & Care programme: an accelerator of social progress

All along its history, L’Oréal has aimed to offer its employees security and protection to enable them to work with peace of mind. L’Oréal’s Share & Care programme follows on from along tradition of social progress and caring of the individual. L’Oréal makes, and will continue to make, a difference by putting people at the centre of its concerns, its organisation and therefore its development.

The Group has thus set a goal to create an attractive work environment in which all employees can thrive at both a professional and personal level.

(1) Employees who opened at least one e-learning module on MyLearning, the Group’s e-learning platform, without taking into account the duration of the module.

(2) EFMD is the world authority in the accreditation of business schools and corporate learning teams.

(3) The CLIP (Corporate Learning Improvement Process) programme is the leading independent accreditation system for corporate training functions.