Interview with Jérôme Tixier, Executive Vice-President human resources

Committed to a shared development approach, L’Oréal pays special attention to the development and well-being of its staff. Jérôme Tixier, Executive Vice-President Human Resources, answers our questions.

How does L’Oréal’s human resources policy fit into the Group’s CSR strategy?

Our HR policy is a key element of the CSR strategy, because, at L’Oréal, economic success and corporate social performance go hand in hand. The conviction that the company’s development and sustainability are dependent on men and women constitutes the cornerstone of the Group. That’s why our human resources policy is a responsible one, based on a deep respect for ethics. It places the human being at the core of the HR vision and encourages diversity.

What’s different about L’Oréal when it comes to human resources?

One of L’Oréal’s main particularities lies in its human and social project, where individual performance and collective development are closely linked. We strive to recruit the best talents wherever they are located. The main role of human resources is to develop each individual’s talent within an environment where all our employees can grow and thrive. It’s this human and social project that gives meaning to the relationship with the company. In 2012, we embedded this approach within our structure. How? By creating special teams for the recruitment and development of talent, enhancing our training provision by adapting it to local specificities, and launching a global examination of our social performance. Our goal is to ensure that L’Oréal is a renowned and attractive employer all over the world.

How do you see human resources contribute to the Group’s aim of shared development?

As a backbone of the Group, HR lies at the heart of L’Oréal’s commitment to help the development of the countries where it is present. Indeed, our growth strategy in many countries is actively contributing to local economic and social development. HR teams are heavily involved in supporting this growth, primarily through the recruitment and development of local staff. What’s more, generosity, one of the seven managerial qualities that are regularly evaluated in our managers, inspires our teams to act in a manner which respects difference. It also naturally motivates them to get involved in philanthropic, social and inclusive projects, as illustrated by Citizen Day, which takes place every year and was supported by over 20,000 employees in 2012.