Culture and Talents

L’Oréal invests in its employees’ development, enabling them to acquire the skills necessary to adapt to the changes in the world of work and in our industry. We have identified 578 skills that are valuable for their future and that of our organisation. We encourage all employees to identify their skills and be active in their development by offering a personalised training experience to consolidate existing competencies or acquire new ones. In 2024, more than 30,000 employees formally recorded their skills.

L’Oréal offers several tools to empower individuals to take control of their career path. The first is the Connect discussion: regular meetings between employees, HR and managers to set objectives and design appropriate support, particularly in terms of training. This individualised approach is supported by One Learning, the new platform that centralises all training courses and enables everyone to build a development plan based on their needs and aspirations. In addition, University Weeks — offered twice a year to all employees — provide access to training resources on key skills for L’Oréal’s future. 21,938 employees took part in 2024, an increase of 185% on 2023.

For several years, L’Oréal has been supporting its employees in the face of major technological shifts, particularly in the fields of data and artificial intelligence, both of which are at the heart of our transformation into a Beauty Tech champion.

This support translates into ambitious training plans and the integration of AI into internal solutions that serve the activities of our teams. Recognising the potential, but also the limits and risks of generative AI, we have focused on a carefully-considered integration of these technologies, with cross-functional governance and a responsible framework that prioritises employee training.

In 2024, 42,000 employees took the “Gen AI for All” training course, which allows them to explore the world of generative AI, how it works, its potential, but also its limitations and associated risks, so that everyone can fully understand this new technology. A chapter is also devoted to the art of prompting, with concrete, detailed examples. Employees can then apply what they have learned in L’Oréal GPT, our secure in-house solution. Its adoption rate in 2024 was high, with 32,000 users a month.

L’Oréal’s fourth employee share ownership plan, rolled out in 63 countries, was a resounding success, with over 35% of the Group’s employees seizing this opportunity to buy L’Oréal shares at a preferential price, and with easier access for new employees. More than 45,000 L’Oréal employees are now employee shareholders, nearly 50% of our employees.

Our successive employee share ownership plans, going back to 2018, reflect our commitment to redistribute value with those who create it: our employees. This mutual commitment is a powerful lever to foster a stronger sense of belonging, involvement and interests aligned around a common goal.

In 2024, we aim to make this an annual plan to give employees greater opportunity to take a stake in L’Oréal’s growth dynamic and develop their shareholding culture.

L’Oréal is committed to making beauty more inclusive, reflected in practical initiatives and best practices on an everyday basis.

The 2024 edition of our Beauty of Inclusion Awards highlighted the most concrete and inspiring local diversity, equity and inclusion initiatives, deployable across the Group. Flagship projects this year included the creation of an AI algorithm to identify and analyse inclusion-related innovations to enrich the global patent database and help Research & Innovation teams develop new, more inclusive products; the integration of people with hearing impairments into our Colombian factory; and a partnership between Kérastase and Blindlook in Turkey to train hairdressers to welcome visually impaired people.

L’Oréal’s commitment to diversity, equity and inclusion was once again recognised in 2024. L’Oréal ranks as one of the top five companies worldwide and the number one French company in the FTSE Russell Diversity & Inclusion Index. The Group was particularly recognised for its actions in favour of gender equality, ranking ninth worldwide in the Equileap Global Gender Equality Report & Ranking 2024 and first among French companies.

The Group’s commitment to the inclusion of people with disabilities was also recognised in several countries through Best Place to Work for Disability Inclusion in the 2024 edition of the Disability Equality Index.

We believe that investing in social protection means investing in human capital and building a fairer, more prosperous future.

That’s why Share & Care, the cornerstone of our social policy which aims to provide comprehensive social protection for all our employees worldwide, is constantly being strengthened and adapted to societal changes. L’Oréal gives real meaning to the sharing of value by promoting its social protection model beyond its organisation. In 2024, we initiated the creation of an Alliance bringing together some 20 international companies with a threefold objective: to share and develop common experiences; to influence and collaborate with key stakeholders; and to increase the impact of corporate social protection plans. It focuses primarily on issues related to health, especially mental health, living wage, retirement and intergenerational care.

The Alliance aims to encourage the adoption of similar practices by other companies and to contribute to a global movement for fairer social protection.