L’Oréal's Diversities policy has been gaining momentum since its creation in 2005. Very rapidly, the group understood that unless it could measure its achievements, there would be no real progress, and as a result they needed to set goals and put effective and tangible measurement tools in place. The labeling process in France in 2008-2009, was an initial evaluation tool that the group wanted to extend by creating a progress report that would track achievements and rates of progress. Carried out in collaboration with the HR teams and the main partners on the ground, this "Diversities Label" recognizes the effectiveness of the approach to human resources in relation to L’Oréal's brands, its suppliers and its clients.
After this label was created, L’Oréal brought in ten partner companies to identify together some thirty qualitative and quantitative indicators that are significant and relevant. Identifying these criteria enabled L’Oréal to publish a Diversities Balance Sheet France in 2010, to monitor the results of five years of work on diversity in the group's recruitment, training, career management, communication and other actions, based on these criteria.
Over the period 2005-2010, it accounts for the results obtained with regard to the employment of youth, people with disabilities, and seniors, but also actions to promote professional equality and the development of an inclusive management culture that respects everyone.
Towards a global measurement of the progress made on the Diversities policy
The creation of the Diversities Balance Sheet for France made it possible to put a systematic measurement methodology in place for the progress achieved, using an automated information system. Today this approach is being implemented in all the subsidiaries. Already 29 countries, on every continent, integrate actions on gender into the priorities of their Diversities Policy,10 are working on disabilities and 18 target social and ethnic background. To monitor progress, the group has defined and implemented measurement tools that are common to all the subsidiaries and that will soon make it possible to share the initial lessons learned.