Loreal 2013 Annual Report Download - page 31

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CHAMPIONS
OF UNIVERSAL BEAUTY
As a pure player in beauty, L’Oréal offers stimulating career paths through
the diversity of its brands, divisions and markets. In this time of
universalisation, the group has chosen to draw on both international
and local talents to support its growth objectives, while staying as close as
possible to its consumers. We meet three of these beauty champions:
Jonathan, Michel and Eva.
An ambitious social programme
In 2013, L’Oréal announced the worldwide roll-out of its “Share &
Care” programme, an ambitious initiative that will enable all group
employees, in the countries where L’Oréal operates, to profit from
basic guarantees in the fields of benefits, healthcare, parenthood
and the quality of life at work. The programme will meet employees’
essential needs and encourage their degree of commitment. It
bears witness to a conviction, deeply rooted in the group’s values,
that social and economic performance are not only closely inter-
twined, but also mutually reinforce each other.
“ I joined L’Oréal fourteen
years ago, as Manager
of Biotherm in Hong Kong.
In 2004, I was appointed
General Manager of
L’Oréal Luxe Hong Kong,
and then in 2011,
General Manager of Travel
Retail in the Asia-Pacific Zone.
It’s an honour for me to be
the first Asian woman at
L’Oréal Asia-Pacific to run
a business in travel retail,
a fast-growing market.
What is most important
for me is planning
for the future, having
a strategic vision, and sharing
it with your teams so as
to motivate people
and mobilise resources. ”
◆
EVA
AUSTRALIA
UNITED KINGDOM & IRELAND
ASIA-PACIFIC
“ Some people thought
I was taking a risk by working
in sales in a company with
a strong marketing culture.
I don’t agree: I was General
Manager of the Consumer
Products Division first in
Thailand, and then in Australia.
In my view, the most important
value for individuals to
flourish at L’Oréal is
entrepreneurial spirit. Real
entrepreneurs are hungry for
commitment and
responsibilities.
To succeed, you have to be
ambitious, find solutions and
make the most of
your opportunities. ”
◆
JONATHAN
key posts or worldwide responsibilities.
The geographic zones are
increasingly mobilised todevelop
interculturality skills, andto explore
ways of disseminating and sharing
the corporate culture. Ideas can
spring up anywhere andthen be
rolled out worldwide. For example,
the “Leaders for Change”
programme, started up in2012
onthe initiative of the Asia-Pacific
Zone, in partnership with Singapore
University, was adapted
andlaunched in Europe in 2013.
“ I spent fifteen years working
for a competitor whose culture
was primarily process-based.
What I found remarkable
when I joined L’Oréal were
its humanistic values,
which stress the roles
of women and men in making
a difference and encouraging
discussions of ideas.
L’Oréal’s values are the same as
mine: a culture of excellence
and achievements, a passion
for the business,
and an emphasis on aesthetics
and innovation. ”
◆
MICHEL
29