Our approach to promoting diversities

For a decade, L’Oréal has been thinking about and working toward the creation of a diversities policy. It is founded on initiatives undertaken in three strategic areas: human resources, marketing and purchasing.

Main diversity actions at L’Oréal
Main diversity actions at L’Oréal

Diversity is an important issue for L’Oréal. It consists of recognizing, accepting, valuing differences and capitalizing on them to accelerate the company's growth. As the undertaking has multiple dimensions, L’Oréal prefers to talk about diversities in the plural. In this field as in others, the group started by taking initiatives, then measured the progress made to professionalize and extend the approach on an international scale.

For L’Oréal, measuring is an essential part of the approach, because it makes it possible to steer the policies being implemented in the area of diversity and in this way, to make progress in these areas. The group accelerates the deployment of its Diversities policy and its corporate values wherever it has a presence and whenever it opens new subsidiaries.

The roll-out of Diversity Charters in different countries

The signing of the Ethics Charter in 2000 and of the Global Compact in 2003 were L’Oréal's first commitments to promoting non-discrimination and respect for individual differences. With the signing of the Diversity Charter in France in 2004, and action plan was defined, supported in 2006 by the creation of a global diversity network in the subsidiaries. Since then, several Diversity Charters have been signed in the European subsidiaries: Belgium (2007), Germany (2008), Spain (2009).

Over recent years, L’Oréal has stepped up its approach by being directly involved, alongside other partners, in the creation of national diversity charters. This has been the case in Italy, in collaboration with the Sodalitas association in 2009, in Sweden in 2010 and in Poland in 2012. This process continues and is growing.

In parallel, the group's commitment has spread in France to other dimensions of diversity, such as professional equality, parenthood, social background or even age: the creation of the Parent-Friendly Charter (2008), the "Plan Espoir Banlieues" (2008), and company agreements relating to the employment of Seniors (2009).

The Diversities Policy 2010-2015

L’Oréal's ambition is to become the recognized world leader in the management of diversities. This leadership ambition incites us, in order to be effective, to focus our policy on three strategic lines of action: human resources, marketing/communication and purchasing; working in priority on three issues: gender, disabilities and social and ethnic background. Defined in this way for the period 2010-2015, the group policy from now on involves all the subsidiaries. With a shared goal, it prioritizes action to facilitate a rapid and global deployment.

Main actions

  • Diversifying our sources of recruitment to look for and acquire talents that represent greater cultural and social diversity.
  • Reduce the difference in salaries between men and women to the point that they disappear.
  • Nurture the emergence of talents of women at the top level of the organization.
  • Enable and promote the employment of people with disabilities, in compliance with national laws or by going beyond them.
  • Make L’Oréal products accessible to all consumers.
  • Practice a responsible purchasing policy, especially one that acts against exclusion.