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

50

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

work-life balance.

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