What makes L’Oréal’s culture unique?
L’Oréal’s culture is a unique blend of entrepreneurial spirit, passion for beauty, relentless pursuit of innovation and a quest for excellence. It’s a place where creativity thrives, where taking risks is encouraged and where diverse perspectives are valued. We continue to build a future-fit organisation through One L’Oréal – a powerful approach that combines agility and scale.
How is L’Oréal future-fit?
I believe L’Oréal is uniquely positioned to invent the future of beauty, and in 2024 we laid solid foundations for future success. We’ve strengthened our research capabilities – and no one spends on innovation like we do: we’re investing more than €1.3 billion per year in R&I, more than our top three competitors combined. We also broadened our innovation ecosystem by establishing new partnerships and investing in startups.
We’ve simplified our organisational structure and harmonised our IT processes to improve our ways of working and drive efficiencies. We’ve reinforced our operational resilience to drive agility in an increasingly complex external environment, including the opening of a new fulfilment centre in Suzhou, China, which is using the latest technology to transform our supply chain operations.
And we’ve sharpened our unrivalled portfolio of desirable brands, with the acquisition of the Miu Miu licence and the Korean skincare brand Dr.G. We’ve also taken minority stakes in aesthetics leader Galderma, Omani fragrance house Amouage and high-fashion brand Jacquemus.
At L’Oréal our people are our greatest strength. Their dedication, creativity and passion will allow us to continue to create the beauty that moves the world.
Your priorities for the year ahead?
Over the next decade, we have the ambition to reach two billion consumers, up from 1.3 billion today. To achieve this, we will conquer three key spaces.
- First, the geographic space, doubling-down on markets powered by favourable economies and demographics – notably in emerging markets, with the rise of the middle classes, but also in the US, with its fast-growing and increasingly diverse population.
- Second, we need to focus our efforts on driving penetration in highly dynamic and beauty-hungry consumer clusters – such as Gen-Z, men and Boomers. That’s the new consumer space.
- And finally, consistent with our mantra to “seize what’s starting”, we need to explore the new technologies that will shape the beauty of tomorrow – such as supplements, devices and all the potential avenues opened by the new science of longevity.
I’m confident that winning in these critical growth areas will help us write the next chapter in the great L’Oréal Adventure.
