LVMH 2020 . Ta l e n t

30 31

S T AY I N G T H E C O U R S E

CONFRONTED BY AN UNPRECEDENTED GLOBAL CRISIS, LVMH RAPIDLY TOOK ACTION TO PROTECT ITS EMPLOYEES, SECURE

ITS MARKETS AND DO ITS PART FOR THE COMMUNITY. THE DETERMINATION AND AGILITY OF ALL THOSE INVOLVED

ENABLED THE GROUP TO STEER THROUGH THIS TRYING PERIOD WITH A SINGLE OBJECTIVE: TO SUPPORT OUR ACTIVITIES

AND LAY THE GROUNDWORK FOR RECOVERY.

LVMH s strong business model

2020 will go down in history as the year of Covid-19, a global pandemic that engulfed the planet in uncer- tainty, and changed the way we live and work. In this complex context, LVMH has steadfastly focused on protecting the health, well-being and safety of its employees around the world. In regions subject to lockdowns, certain employees worked remotely for the first time, some were no longer able to come to their workplaces, while still others had to homeschool their children or found themselves in isolation. These were all unprecedented situations that LVMH and its employees faced head-on in order to find solutions, together. A Group and Maison task force was formed to address these health and safety issues. Mindful of the impor- tance of being particularly attentive to its employees during this challenging period, LVMH implemented a support hotline and swiftly launched its worldwide Pulse Survey (see page 33). 2020 also saw a huge wave of community spirit within the Group and among employees, who fought the virus by producing hand sanitizer, protective masks and gowns, which were distributed free of charge to public entities. In many countries, curfews, lockdowns and administra- tive closures were implemented. The Group was able to adapt to this new reality by accelerating its digitaliza- tion initiatives, pooling its resources to create inter- Maison communication and training platforms, and doing its utmost to help employees continue working under optimal conditions. Wherever possible, remote working was facilitated through the use of office equip- ment, technical infrastructure, and close contact with

management. LVMH s strong values creativity and innovation, the pursuit of excellence and entrepreneurial spirit and highly committed teams were major assets during the crisis. At each of the Group s Maisons, innovative initiatives sprang up to help improve workflow and customer rela- tions. For employees unable to work remotely, this time away was used to support business activity and prepare for recovery, including videoconferences with customers to stay connected, online product training and virtual team meetings. These local initiatives, which reflected the commitment of our employees on the ground and their ability to innovate and bounce back from any situ- ation, often led to more widely shared best practices.

Diverse talent, a key to LVMH s performance

LVMH owes its performance to its in-house talent. This core belief, which forms the cornerstone of the Group s human resources policy, was highlighted as never before by the crisis. More than ever, our people whatever their specialization or management level make all the differ- ence. That s why, throughout the year, LVMH continued to focus on the development and diversity of its talent as drivers of its dynamism, regardless of origin, gender, age, disability or sexual orientation. During this period, which saw tensions become exacerbated throughout the world, the Group stepped up its diversity and inclusion policy. For many years, LVMH has worked to promote an inclusive culture, and it accelerated these longstanding efforts during the health crisis. Its Unconscious Bias training program was adapted so that all its employees