In 2021, 97%(1) of the Group’s permanent employees had access to healthcare coverage reflecting the best practices in their country of residence.
Assessment tools of the L’Oréal Share & Care programme
In order to ensure transparency and reliability, the entire programme is regularly subject to measures and assessments to verify that it has been implemented in accordance with the objectives:
- self-assessment and definition of the action plan through a reporting tool: the Follow-up-Tool, completed by each subsidiary annually;
- internal audit; a detailed verification of the programme's implementation has been included in the planning of internal audit in the subsidiaries;
- external audit: certain key indicators are audited within the scope of the annual external audit.
The ILO is a partner in the L’Oréal Share & Care programme
The L’Oréal Share & Care programme attracted the attention of the ILO (International Labour Organisation) in the context of its study on the contribution by major companies to the expansion of social protection all over the world.
A close collaboration was developed. As a result, the ILO launched the Global Business Network for Social Protection Floor in October 2015. This network allows acting collectively and mobilising to create a basic set of social protection measures for everyone. L’Oréal is a founding member of this new network created by the ILO to promote social protection all over the world.
Flexible work organisation
In each subsidiary, work is organised according to local context and to the activity performed in compliance with legal and contractual obligations. In several subsidiaries, both work organisation and working time are part of collective agreements.
L’Oréal believes that flexibility at work is a key element in attractiveness. Launched in 2021, the third step of L’Oréal Share & Care strengthened work flexibility with the implementation of the global “Hybrid Working” policy, which provides up to two days of remote work per week on a voluntary basis, for eligible employees, in agreement with line manager and in accordance with the organisation of the team. In 2021, all Group subsidiaries set up remote working, taking into consideration the evolution of the Covid-19 crisis, and adopted the new “Hybrid Working” policy when this was compatible with the local health situation. In addition, 61 subsidiaries have now set up a flexible working time policy.
Employees from all categories have chosen the option of part–time work. In 2021, there were 5,113 part–time employees, 4,597 of whom were women and 516 were men.
Covid-19 health crisis: teleworking and cyber security
The implementation of teleworking hugely benefitted from the security measures in place at L’Oréal, in particular, the encryption of hard drives, the use of security certificates to establish secure connections, anti-spam and anti-virus protection of emails, protection of Internet access via access gateway in the cloud and two-factor authentication of users.
In the context of crisis management, this protection was even reinforced primarily to fighting phishing threats, notably with an additional verification of URL links in messages, as well as highlighting emails from external sources.
An active social dialogue with employees and their representatives
As a signatory of the United Nations Global Compact since 2003, and in compliance with its Employee Human Rights Policy, L’Oréal respects the freedom of association and the right to collective bargaining. In countries where freedom of association and the right to collective bargaining are restricted or non-existent, L’Oréal has implemented other modes of dialogue with its employees that allow them to report their possible concerns.
In the context of this general principle, the social climate at L’Oréal is the fruit of an ongoing dialogue between Management, employees and their representatives, in accordance with trade union rights in each country and with a neutral attitude with regard to the various trade union organisations.
When employees wish to be represented by authorised employee representatives, these representatives are elected by employees without company interference. Therefore, employee representative institutions are in place in most of the European subsidiaries, in several Asian subsidiaries (China, South Korea, India, Indonesia, Japan and Vietnam), in Africa (South Africa, Kenya and Morocco), in North America and South America (Canada, United States, Argentina, Brazil, Chile, Colombia and Mexico), and also in Australia and New Zealand. Employee representatives have access to the workplace, to consenting employees, to collective bargaining agreements as well as to local documentation useful for the performance of their mission, subject to compliance with Group’s legitimate rules on confidentiality and security.