2 0 1 9 S o c i a l R e s p o n s i b i l i t y R e p o r t
S T R U C T U R I N G K N O W L E D G E T R A N S M I S S I O N A R O U N D O L D E R E M P L O Y E E S
LVMH believes older employees make an invaluable contri-
bution and it is essential to adapt policies to suit the various
regions in which it operates. For example, in France, employ-
ees aged 50 and over account for 22.5% of the workforce, compared with just 13.4% outside France. This is due to the
significant proportion of young people working in Selective Retailing and the considerable length of service and more
advanced age of employees in production workshops.
EMPLOYING OLDER PEOPLE
The Group HR Department encourages a comprehensive
approach to managing and developing older employees. At
the same time, the Maisons have put in place specific programs to raise awareness among managers about the consider-
ations to take into account when recruiting older people
(Louis Vuitton in its distribution center in Cergy), career prolongation for older employees looking to work beyond
retirement (Louis Vuitton in Asia), training for older employees
in new sales techniques and digitalization (Pink Shirtmaker)
and a specific health monitoring system (TAG Heuer).
MENTORING AND PASSING ON EXPERTISE
All entities of the Group in France, whatever their size, have
adopted an intergenerational approach, which involves in particular fostering a genuine policy of mentoring, including
training mentors and formalizing the process. In Italy, Fendi
is committed to recruiting highly qualified retired people on short-term, part-time contracts to enable them to pass on the
unique savoir-faire they have acquired in their craft.
Christian Dior Couture also continued to pursue the commit-
ment it made in 2019 to employees over the age of 59, which involves preparing them for retirement, adapting workstations
OLDER EMPLOYEES HAVE AN INTEGRAL PART TO PLAY IN PASSING
ON THEIR EXPERTISE AND SAVOIR-FAIRE, WHICH IS ONE OF THE
GROUP S UTMOST PRIORITIES. LVMH DEPLOYS SPECIFIC POLICIES
TO ENABLE THEM TO REMAIN IN WORK.
and working hours, a retirement interview and a specific health monitoring system.
In 2019, Parfums Christian Dior renewed its agreement to
promote the recruitment of older people, improve their work-
ing conditions and offer part-time working options toward
the end of their career.
As part of its 2017-2020 intergenerational mentoring program, Kenzo intends to maintain the proportion of older
people (aged 50 and over) at 5% of total annual recruitments and 15% of the total workforce. Older employees with more
than three years service in the Group enjoy a particularly
favorable technical and financial package.
THE FOUR PILLARS OF EMPLOYING OLDER PEOPLE
Recruitment: implementation of procedures to prevent discrimination and specific action plans.
Passing on savoir-faire: mentoring systems bringing together older employees with young recruits and temporary staff.
Maintaining employment: skill development, measures to prepare for retirement, workstation ergonomics
and prevention of strenuous working conditions, in particular the positions the most exposed to physical and psychological stress.
Preparation for retirement: organization of sessions to provide information about retirement plans, individual appraisals with employees, and progressive systems for those interested.