LVMH

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

35

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.