Our ability to detect individual talents, develop them and ensure their loyalty remains at the heart of our Human Relations policy. Its role is to spearhead the group’s growth momentum by intensifying the recruitment of international talents, encouraging the emergence of local talents, and giving everyone access to development and training opportunities. The 4,000 teaching resources of our My Learning portal, available in 11 languages in 67 countries, were used by more than 30,000 people in 2015. In terms of social performance, there has been a key step forward. Thanks to the “Share & Care” programme, our employees, everywhere we operate, now benefit from the best social guarantees available in each country. This advance is a vital part of our sustainable growth.

Human Relations is on the front line of the group’s digitalisation process. We have set up a specific unit to recruit people with key digital profiles, especially to bring in new expertise that we did not have in-house. Five years ago we had 200 expert profiles; in 2015, this figure rose to more than 1,000. We have set up a vast training plan to step up digital integration at all levels of the company. Digital is also changing our working practices. Today, it is our No.1 recruitment channel, and it helps us convey our employer promise in a way that is transparent, direct and international. Our digital transformation is helping to spread a new mindset through the company, drawing on important aspects of L’Oréal’s corporate culture.