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
P R O T E C T I N G T H E W E L L - B E I N G O F E M P L O Y E E S
Employee well-being requires action in all areas directly and
indirectly related to health and safety, taking into account
best practice and constraints, which vary depending on the
different businesses and positions. As such, the Maisons
implement initiatives that include adjusting working hours,
work space and work-life balance.
PREVENTING PSYCHOSOCIAL RISKS
All the Group s Maisons are actively working to prevent
psychosocial risks, a factor contributing to well-being at work.
In France, as part of the French law For the Freedom to Choose One s Professional Future signed on September 5th,
2018, all Maisons appointed a champion to their Economic
and Social Committee (ESC) who can put forward preventive
and corrective action where necessary.
The Maisons have introduced similar systems in Japan and
Italy, where businesses are required to conduct a risk assess-
ment and a stress monitoring survey in all workplaces at
least once a year. The Maisons Moët Hennessy Diageo,
Christian Dior Couture, TAG Heuer and Zenith run telephone
helplines and psychological support units.
Elsewhere, Berluti and Louis Vuitton have put in place
questionnaires, protocols and monitoring systems as part
of their approach to prevent psychosocial risks and working
groups have been set up to consider these issues. Training
courses, workshops and conferences on occupational stress
have been developed and attendance is often mandatory.
Furthermore, Hennessy set up a partnership with the École
thermale du stress de Saujon, Pink Shirtmaker set up its own
Resilience workshop and Le Bon Marché developed a train- ing course to Manage stress and dissatisfaction .
ADJUSTING WORKING HOURS
Giving employees the possibility to adjust their working
hours increases engagement by meeting their growing
expectations in terms of physical and mental equilibrium and
Regarding remote working and home working, the majority
of Maisons in France implemented in 2019 or plan to imple- ment in 2020, a variety of negotiated agreements (collective
bargaining, Remote Working Charter , or other systems), including Moët & Chandon / Ruinart, Moët Hennessy Diageo,
Berluti, Berluti, Christian Dior Couture, Kenzo, Givenchy,
Guerlain, Parfums Christian Dior, Chaumet, Hublot, Sephora,
Groupe Les Echos-Le Parisien, etc.
Tailored working hours can be put in place for mothers with
young children (Louis Vuitton in Japan), older workers near-
ing the end of their career (Berluti, Louis Vuitton workshops,
Chaumet and Le Bon Marché), pregnant women (Chaumet)
and those working in sales (Sephora).
Louis Vuitton also compensates employees for childcare
costs incurred for those working Sundays and evenings,
within a maximum annual ceiling. Agreements signed at
Parfums Christian Dior were based on the principle that
employees had the choice of accepting or refusing the
extended hours and that those who accepted could reverse
their decision at a later date. They also included support
THE GROUP S MAISONS PLACE EMPLOYEE MOTIVATION AND WORK-LIFE BALANCE
AT THE HEART OF THE EXCELLENCE-ORIENTED APPROACH APPLIED TO THEIR
PRODUCTS AND SERVICES. THAT IS WHY THEY PLACE PARTICULAR IMPORTANCE
ON WELL-BEING AT WORK.
CONTINUED ON P.52