2020 CLOSING REPORT 2020 RESULTS SELECTION 97% SELF-ASSESSMENT 99% We launched a dedicated training 22% of strategic platform at the end of the Group’s strategic of October 2016. of strategic suppliers suppliers** have been assessed suppliers** have Initially open to are involved in and selected based on their completed a strategic suppliers, Solidarity Sourcing environmental and social self-assessment of it will gradually be programmes. performance. They represent their sustainability implemented more 85% of direct purchases (raw policy, with L’Oréal’s widely. materials, packaging and support. contract manufacturing). 2020 RESULTS *** *** *** HEALTHCARE FINANCIAL SECURITY TRAINING **** **** 100% 96% 92% of the Group’s permanent of the Group’s permanent of the Group’s permanent employees employees benefit from employees benefit from financial benefited from at least one training health cover in line with best protection in line with best practices session in 2020. practices in their country of in the market, in the event of a residence. life-changing accident, including death or permanent disability. Placing employees at the centre of Group commitments PROMOTING EMPLOYEE Launched in 2013, the L’Oréal Share & Care programme was implemented with the ambitious ENGAGEMENT aim of achieving a common foundation for social protection in all the countries where the Group has L’Oréal invites its employees to participate in Citizen Day subsidiaries, and for L’Oréal to become one of the most each year, a day of citizen action. high-performing companies in each regional market In 2020, given the Covid-19 health crisis, Citizen Day across all four areas of the programme: adapted to the situation and undertook a remote • Care: healthcare, with health cover and access to solidarity effort. On the agenda were e-volunteering high-quality care for employees and their families; missions, online solidarity hackathons, payroll giving and • Protect: a social protection scheme to provide charity crowdfunding campaigns. financial support in the event of an unexpected life This solidarity effort engaged nearly 7,600 L’Oréal accident; employees, delivering 19,000 hours of volunteering, • Balance: parenthood, to enable them to live enabling us to support 275 organisations in 24 countries. maternity and paternity to the full, while pursuing their careers; • Enjoy: quality of life at work. Empowering suppliers With approximately 28% of the Group’s carbon footprint arising from its suppliers’ activities, L’Oréal has encouraged suppliers to work with CDP, within the scope of the CDP Supply Chain programme, since 2009. In this way, we have encouraged suppliers to develop carbon emissions reduction goals and communicate their action plans towards 2020. In 2020, 484 L’Oréal suppliers undertook an initiative of this kind, which represents 87% of the Group’s direct purchases. Voir page 9 pour en savoir plus sur l'audit des indicateurs. * This figure takes into account the total number of disabled employees (with permanent and fixed-term employment contracts) as of 31 December 2020. This indicator only takes into account employees who wanted to declare their disability and have it recognised, as all the employees concerned do not systematically wish to do so. **Strategic suppliers are suppliers whose added value is significant for the Group. They make a long-term contribution to L’Oréal’s strategy through their weight, innovations, shared goals and geographical representation. st ***The Venezuela subsidiaries were deconsolidated on 31 December 2015. Certain acquisitions or subsidiaries (Azzaro Mugler, Modiface, Stylenda Japan, Ivory Coast, Bangladesh) for which the information management system has not yet been integrated within the Group system, are excluded from this report. They represent 0.36% of the Group’s employees. **** The (beauty) Group’s permanent employees, except, in certain countries, part-time contracts of less than 21 hours per week, temporary contracts, beauty advisors and store employees, while noting that the integration of recent acquisitions and new subsidiaries is gradual. 18