Employees trained | Number of hours | |
---|---|---|
Europe | Europe Employees trained36,352 |
Europe Number of hours978,368 |
Latin America | Latin America Employees trained9,337 |
Latin America Number of hours370,141 |
North America | North America Employees trained13,042 |
North America Number of hours302,312 |
North Asia | North Asia Employees trained22,310 |
North Asia Number of hours1,191,994 |
SAPMENA + SSA | SAPMENA + SSA Employees trained8,572 |
SAPMENA + SSA Number of hours337,903 |
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:
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.
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.
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.
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:
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.