Reinventing the future of work while strengthening the L’Oréal culture
All across the globe, the working world has undergone profound changes as a result of the Covid-19 health crisis, particularly with remote working becoming more widespread, a phenomenon that employees now want in their everyday lives, as well as a key factor in the appeal of an employer.
In this new “hybrid” working environment, L’Oréal – with its strong historical tradition of discussion – has opted for balanced and flexible solutions between on-site and remote working to preserve and promote opportunities for exchange, cooperation and creativity.
In order to support and train managers and teams, “Best of Both” online training workshops and modules have been made available to provide a better mutual understanding of these new ways of working.
Furthermore, in a context of accelerated digitalisation of consumption, production, distribution and communication methods, the Group must anticipate the global impact these transformations will have on its structure by continuing to develop its employees’ skills in these areas, as well as by recruiting new expertise.
1.2.5. A portfolio of diverse and complementary brands
To meet the beauty expectations of consumers all over the world, the Group has the richest, most varied and most powerful brand portfolio in the cosmetics industry. Moreover, its brands are constantly being reinvented so that they are always a perfect match with local consumer demand.
New acquisitions also regularly provide valuable additions to this unique portfolio to respond to consumer trends.
Some of these acquisitions are global brands, such as the CeraVe skincare brand in the Active Cosmetics Division portfolio, the Italian Prada and Valentino brands, as well as Mugler and Azzaro perfumes for L’Oréal Luxe, Logocos with its vegan and organic concept for the Consumer Products Division; and Pulp Riot, which expands the growth potential of Professional Products.
Other acquisitions aim to extend the Group’s geographic scope: the makeup brand Vogue in Colombia, Interbeauty in Kenya, Niely Cosmeticos in Brazil, Stylenanda in South Korea, Takami Co in Japan and Youth To The People in the United States.
These acquired companies, through their integration and deployment, are helping to accelerate the Group’s penetration of their markets and drive organic growth going forward.
1.2.6. The bet on Research, Safety and Innovation
The cosmetics market is driven by supply and innovation. L’Oréal’s success, today and in the future, is fed by its permanent obsession for innovation, which feeds into its performance in all its forms.
With 4,054 researchers and a budget of approximately 3.2% of sales, L’Oréal has the top Research and Innovation (R&I) force in the cosmetics industry. R&I is a powerful organisation, in which the level of expertise and wealth of scientific and technical data represent a significant asset. The Group’s laboratories make no compromise about the absolute safety of its ingredients, superior quality and the effectiveness of the formulas, and the sincerity of its claims.
L’Oréal invests in all areas, from Advanced Research to formulation and from France to regional centres anchored in the major markets around the world. The Group holds a total of 20 research centres and 13 assessment centres.
R&I: A VAST ECOSYSTEM OPEN TO THE WORLD
